# Patent

## Title
Hospital service line management tool

## Abstract

A method for managing, organizing, integrating, and evaluating a service line of a hospital. Primary goals of the present method include, for example, improving patient care, increasing financial margins, and building volume.

## Background
CROSS-REFERENCE TO RELATED APPLICATION
This application claims priority from U.S. Provisional Patent Application No. 61/140,172, entitled “Hospital Service Line Management Tool,” filed on Dec. 23, 2008, by the same inventors hereof, the disclosure of which is expressly incorporated herein by reference.


BACKGROUND
1. Field of the Invention
The present invention relates to a method for managing and evaluating a hospital. More particularly, the present invention relates to a method for managing and evaluating a specific service line of a hospital.
2. Description of the Related Art
Government agencies, health insurance companies, and consumers, have a desire to be informed of hospital performance data. Corporations and other organizations, such as U.S. News & World Report, compare and rank hospitals to one another based on certain evaluation criteria and report this information to the public.
The hospital itself also has a desire to be informed of its own performance data to improve patient care, increase financial margins, and build volume.
SUMMARY
The present invention provides a method for managing, organizing, integrating, and evaluating a service line of a hospital. The primary goal of this method is to create a program of distinction for the service line by programmatically improving patient care, increasing financial margins, and building volume, for example. The method involves identifying gaps or opportunities for improvement and strategically resolving those gaps to create a program of distinction.
According to an embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; calculating a percentage score by dividing the sum of the raw scores for the plurality of categories by the sum of the possible scores for the plurality of categories; associating the percentage score with a stage of maturation; and reporting the stage of maturation to the hospital.
According to another embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage based on the sum of the raw scores for the plurality of categories; and providing feedback to the hospital based on the classifying step.
According to yet another embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; evaluating the service line of the hospital in a plurality of categories, the plurality of categories selected from the group consisting of: patient care, infrastructure, customer service, strategic goal planning, physician engagement, referral sources, and brand strategy; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage for each of the plurality of categories; and providing feedback to the hospital based on the classifying step.



BRIEF DESCRIPTION OF THE DRAWINGS
The above-mentioned and other features and advantages of this invention, and the manner of attaining them, will become more apparent and the invention itself will be better understood by reference to the following description of embodiments of the invention taken in conjunction with the accompanying drawings, wherein:
FIG. 1 is a flow diagram of an exemplary method of the present invention;
FIG. 2 is a chart illustrating a scoring step of the present method;
FIG. 3 is a chart illustrating a maturation scale of the present method; and
FIG. 4 is a schematic diagram illustrating an exemplary system of the present invention.



Corresponding reference characters indicate corresponding parts throughout the several views. The exemplifications set out herein illustrate exemplary embodiments of the invention and such exemplifications are not to be construed as limiting the scope of the invention in any manner.
DETAILED DESCRIPTION
A hospital is an institution for providing health care treatment to patients. The hospital may be divided into departments, also referred to as service lines, depending on the type of health care being provided. These service lines may include orthopedics, cardiovascular, oncology, neuroscience, and women's health, for example. Each service line may be further divided into product lines or specialties. For example, a musculoskeletal service line may include the following product lines: joint replacement, spine care, hand and upper extremity, foot and ankle, rehabilitation, and sports medicine, depending on the type of procedures being performed.
Referring to FIG. 1, the present invention provides an exemplary method 100 for managing, organizing, integrating, and evaluating a service line of a hospital. Primary goals of the present method include, for example, improving patient care, increasing financial margins, and building volume, to create a program of distinction.
Beginning with block 102 of FIG. 1, a first step of the present method involves collecting data and programmatic information relevant to a service line of a hospital. The step of collecting data and programmatic information relevant to the service line may involve, for example, making personal observations, gathering demographic data from the surrounding geographic area, inspecting hospital facilities, interviewing hospital staff, administrators, and referral sources, analyzing financial data (such as market share), analyzing patient care data, and evaluating competitors of the hospital. According to an exemplary embodiment of the present invention, the data collected should reflect strengths, weaknesses, opportunities, and potential threats to the service line of the hospital.
Continuing to block 104 of FIG. 1, another step of the present method involves scoring the service line of the hospital. Specifically, the scoring step involves scoring the service line of the hospital in a plurality of categories 10, as shown in FIG. 2. For example, categories 10 may include a Reinforce Service Line Infrastructure category 10a, a Strengthen Customer Service category 10b, a Balance Goals category 10c, an Engage Physicians category 10d, an Integrate Referral Sources category 10e, a Link Care Continuum category 10f, and a Build Brand Strategy category 10g. According to an exemplary embodiment of the present invention, categories 10 represent overarching goals of the service line of the hospital.
To facilitate the scoring step of block 104 of FIG. 1, categories 10 may be divided into subcategories 12, as shown in FIG. 2. Subcategories 12 may be key elements of the care continuum. For example, the Engage Physicians category 10d may be divided into a Value to Physicians subcategory 12a, a Physician Leadership subcategory 12b, a Physician Engagement Plan subcategory 12c, and a Percentage of Targeted Physicians Actively Engaged subcategory 12d. 
To further facilitate the scoring step of block 104 of FIG. 1, subcategories 12 may be divided into subsets 14, as shown in FIG. 2. For example, the Physician Leadership subcategory 12b may be divided into subsets 14a, 14b, and 14c. According to an exemplary embodiment, subset 14a is used to evaluate the extent to which key physicians are actively engaged in the service line's leadership structure and collaborate with the hospital in the development of the service line's strategic plan; subset 14b is used to evaluate the extent to which a service line-specific physician leadership structure collaborates with the hospital on service line initiatives, including strategic planning and care, margin, and volume initiatives; and subset 14c is used to evaluate the extent to which key physicians effectively influence peers in supporting efforts to positively impact the service line's goals.
The Reinforce Service Line Infrastructure category 10a of FIG. 2 may be divided into subcategories and subsets as set forth in Table 1 below.







TABLE 1







Reinforce Service Line Infrastructure Category








Subcategories
Subsets





Administrative
Dedicated resources/capital to service line; communications regarding service line by


Commitment
senior leadership throughout the organization.



Administrative senior leader for service line.



Administration meets quarterly with key service line individuals (e.g., reviews key



service line indicators/initiatives, determines key strategic focus of service line, and



provides mandates).



Annual strategy sessions.



Senior leadership oversight of strategic plan.


Physician
Key physician(s) in leadership roles (formal or informal); key physician(s) effectively


Leadership
drive change among peers.



Routine vehicle for physician leader(s) to collaborate with peers and hospital



leadership to address on-going developments.



Physician leader(s) have integral role in establishing strategic plan, budget, and



volume growth projections for service line.


Operational
Service line management structure/teams (e.g., reporting structure, vehicle to


Support
delegate/assess service line execution tactics).



Service line director dedicated full-time to program; defined role and responsibilities.



Service line infrastructure operation (e.g., tracks key metrics, develops action plans,



drives improved performance measures).



Service line management structure manages performance of service line and budget.









The Strengthen Customer Service category 10b of FIG. 2 may be divided into subcategories and subsets as set forth in Table 2 below.







TABLE 2







Strengthen Customer Service Category








Subcategories
Subsets





Customer
Established customer service principles from senior leadership.


Service
Customer service “champion” position for service line.


Commitment
Senior leadership ensures effective execution of service line customer service program.



Customer service goals incorporated into service line managers' and key department



leaders' annual performance plans.


Customer
Key departments within service line educated on customer service (e.g., vision,


Service
principles, process, and goals).


Infrastructure
Customer service principles shared within organization.


and Process
Detailed customer service actions established by job function.



Customer service guide effectively communicated (at least annually).



Customer satisfaction teams at service line or department level.



New employees educated on customer service (e.g., approaches and tools).


Customer
Standardized measuring tools utilized at a department/unit level (e.g., Press Ganey,


Service
Hospital Consumer Assessment of Healthcare Providers and Systems (H-CAHPS),


Metrics
Surgical Care Improvement Project (SCIP), Joint Commission on the Accreditation of



Healthcare Organizations (JCAHO), Premier, Leapfrog)



Standardized scores for department-level programs have acceptable return rate (e.g., >85%).



Standardized scores tracked and shared at department level.



Standardized scores managed and improved through customer service team.



Service line scores consistently at or above goal.



Standardized scores leveraged to internal and external stakeholders.


Average
2-quarter average for standardized, third-party scores (e.g., below 50th percentile = 0;



50th-74th percentile = 1; 75th percentile and above = 2).









The Balance Goals category 10c of FIG. 2 may be divided into subcategories and subsets as set forth in Table 3 below.







TABLE 3







Balance Goals Category








Subcategories
Subsets





Care
Participation in national and regulatory programs; results utilized to drive change



within organization.



Physicians and direct care providers involved in patient outcome metrics.



Patient outcomes (including customer service), metrics, and goals established, tracked,



and communicated at unit or condition level (e.g., joint replacement, spinal care).



Process improvement plan for patient outcomes metrics; results used to create



operational or clinical change.



Track patient outcomes by diagnosis; results used to create operational and clinical



change.



Patient outcomes leveraged internally and externally.


Margin
Service line margin goals established, managed, and communicated by product line.



Service line manager manages cost and revenue opportunities and routinely reports



variances to senior leadership.



Infrastructure executes change to enhance margins.


Volume
Volume growth goals attached to market share goals in primary, secondary and total



service area.



Volume growth goals established through collaboration of physicians and key service



line departments (e.g., operating room and unit nurse director).



Volume growth goals defined, tracked and routinely reported through key leadership



group (minimum of quarterly).



Tactical execution plan to achieve growth plan.



Implications of additional resources, facilities, and care understood; action plan



developed to support volume growth.









The Engage Physicians category 10d of FIG. 2 may be divided into subcategories and subsets as set forth in Table 4 below.







TABLE 4







Engage Physicians Category








Subcategories
Subsets





Relationship/
Physicians perceive value in being actively involved in decisions affecting patient


Program Value
care.


to Physicians
Physicians perceive value in being associated with programming and collateral/



educational materials of service line.



Key physicians link own success (e.g., quality of care, volume, and finances) to



service line success.


Physician
Key physicians actively engaged in service line specific leadership structure and


Leadership
collaborate in development of service line strategic plan.



Service line-specific physician leadership structure collaborates with hospital on



service line initiatives (e.g., strategic planning, care, margins, and volumes).



Key physicians effectively influence peers in supporting service line goals.


Physician
Service line-specific physician engagement plan including both short and long term


Engagement
strategies.


Plan
Physician engagement plan pro-actively implemented.



Physician engagement plan routinely (at least annually) evaluated and modified.


Targeted
Targeted physicians actively engaged (e.g., 0-20% = 0; 21-50% = 1; 51-100% = 2).


Physicians


Engaged









The Integrate Referral Sources category 10e of FIG. 2 may be divided into subcategories and subsets as set forth in Table 5 below.







TABLE 5







Integrate Referral Sources Category








Subcategories
Subsets





Resource
Data collection process for referring physicians (e.g., collection during admission



process) used to develop integrated referral source plan.



Service line referral base understood by physician specialty (e.g., joint replacement,



spinal care, etc.).



Referral base extends beyond primary care physicians (PCP's) (i.e., includes



rheumatology, physiatry, emergency departments (ED), occupational medicine,



certified athletic trainers (ATC's), community resources, etc.).



Defined goals for referrals by product line.



Physician liaison communicates services and capabilities to existing and potential



referral sources.


Integration
Needs, wants, and expectations of top referral sources understood.



Clear vision and plan for integrating referral sources.



Physicians share referral information with hospital.



Volume increase in base and new referrals.



Education by specialty occurs routinely (at least twice per year).



Objective data (e.g., patient satisfaction, patient outcomes) leveraged with referral



sources.









With respect to the Link Care Continuum category 10f of FIG. 2, each product line of a service line may be evaluated independently. For example, for a musculoskeletal service line, the joint replacement product line, spine care product line, rehabilitation product line, and sports medicine product line may be evaluated independently.
To evaluate a joint replacement product line, the Link Care Continuum category 10f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 6 below.







TABLE 6







Link Care Continuum Category for Joint Replacement Product Line








Subcategories
Subsets





Community
Action plan to transport target audience and service area patients into care continuum.


Integration
Promotes community programming/education (e.g., 4 times per year) to highlight



joint pain prevention and management and joint replacement.



Coordinated care processes to integrate community-based referral sources (e.g.,



assisted living facilities (ALF's), skilled nursing facilities (SNF's)).



Internal education for volunteers and hospital employees to showcase joint



replacement program, surgeons, and ancillary care providers.


Integration of
Hospital tracks referral source on admission.


Physician
Deliberate processes to integrate and increase surgeon referrals.


Referral
Joint pain care algorithm to facilitate medical management and surgical referrals.


Sources
Referral source relationships with sub-specialties to improve quality of referrals.



Continuing medical education (CME) program for referring physicians, extenders, and



sub-specialties.


Surgeon
Physician leadership support for clinical decision making.


Relationships
Pre-operative education provided by physician (e.g., surgical procedure education,



patient experience education).



Needs, wants, and expectations related to programmatic and clinical goals defined and



prioritized.



Surgeon's office linked to hospital for streamlined scheduling.



Admitting history and physical (H&P) process involves PCP, surgeon, and hospital



requirements; updated within 24 hours of admission.



Operating room efficiencies identified.



Operating room standards of care and processes established.



Surgeon's joint replacement cases aggregated to defined days of the week.



Patient outcomes metrics established when surgical referral is identified.



Collateral materials to support physician volume growth.



Physician marketed to brand/program (e.g., provider of joint replacement).


Hospital
Pre-admission testing protocol process standardized for specific patient population


Services
(e.g., inclusive of anesthesia education and assessment).


(Pre-Surgical
Standardized process to review results prior to surgical date.


Services)
Standardized pre-admission education at hospital site.


Hospital
Standardized pre-operative orders.


Services
Variation of physician preferences reduced.


(Day of
Comprehensive multi-disciplinary pain management protocols.


Surgery)


Hospital
Joint program coordinator responsible for day-to-day operations of joint program and


Services
communication with senior leadership and physicians.


(Acute Care)
Multi-disciplinary product line team to implement programmatic change.



Key success metrics established, tracked, and communicated (e.g., dashboard and



patient outcomes report card).



Reporting of metrics and action plan is routine agenda item on nursing unit.



Joint replacement nurse education training based on physician protocols.



Standardized post-operative orders and clinical pathways; variances understood



through routine chart audits.



Discharge criteria communicated to patient upon admission.



Patients aggregated on one patient unit with bed control support.



Joint replacement surgeries migrated to Monday/Tuesday dates; care, resources and



length of stay (LOS) consistent regardless of surgical day.



Patient outcomes tracked and communicated to care team.



LOS tracked and communicated to care team.



Customer service program integrated at unit level.


Hospital
Established patient care goals.


Services
Integrated post-acute care services to ensure timely access to patient care.


(Post-Acute


Care)


Rehabilitation
Established patient protocols for Physical and Occupational Therapy.



Patient progress within rehabilitation communicated with discharge planner to ensure



timely discharge.


Distinction
Multi-disciplinary, pre-operative patient education classes (occur for >80% of



patients).



Block scheduling for pre-admission testing (PAT) to link between PAT and pre-



operative education.



Joint replacement nursing unit staff performs PAT through coordinated scheduling



efforts.



Branded and high quality educational materials related to pre-operative care process



and hospital admission preparation.



Patient “coach” role to encourage family support and participation during education,



admission, and post-discharge care.



Pre-operative physical therapy evaluation/strengthening program.



Pre-operative case management integration.



Segregated unit dedicated to joint replacement patients.



Private rooms.



Direct admission to unit allowing for pre-operative and post-operative care



consistency.



Dedicated nursing and rehabilitation staff.



Joint replacement cases performed on Monday/Tuesday to ensure “group” approach



to care.



Unit based group therapy sessions.



Celebratory event with patients and staff prior to discharge.



Wellness approach promoting independence.



Patient amenities to emphasize differentiation (e.g., welcome “gift,” access to



hairdresser prior to discharge).



Annual patient recognition event (e.g., dinner/dance, golf outing).



Specialty program certification (e.g., Joint Commission Disease specific care



certification, Blue Cross program of distinction).



Discharge goals identified and tracked (e.g., >80% of goal patients discharged).









To evaluate a spine care product line, the Link Care Continuum category 10f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 7 below.







TABLE 7







Link Care Continuum Category for Spine Care Product Line








Subcategories
Subsets





Community
Action plan to transport target audience and service area patients into care continuum.


Integration
Promotes community programming/education (e.g., 3 times per year) to highlight low



back pain prevention and management and surgical intervention options.



Internal education for volunteers and hospital employees to showcase low back pain



surgical and non-surgical care options, surgeons, and ancillary care providers.



Referral call line tracks referrals and demographics; information leveraged to identify



consumer needs.


Integration of
Hospital tracks referral source on admission.


Physician
Deliberate processes to integrate and increase surgeon referrals.


Referral
Low back pain algorithm to facilitate medical management and surgical referrals.


Sources
Referral source relationships with sub-specialties to improve quality of referrals.



Referral source relationships with osteoporosis care providers (e.g., ob/gyn,



endocrinology, interventional radiology, gerontology) to manage at-risk patient



population.



Emergency Department and hospitalists educated to spine care program and available



clinical resources.



CME program for referring physicians, extenders, and sub-specialties to improve



patient care and access.


Surgeon
Physician leadership support for clinical decision making.


Relationships
Pre-operative education provided by physician (e.g., surgical procedure education,



patient experience education).



Needs, wants, and expectations related to programmatic and clinical goals defined and



prioritized.



Surgeon's office linked to hospital for streamlined scheduling.



Admitting history and physical (H&P) process involves PCP, surgeon, and hospital



requirements; updated within 24 hours of admission.



Operating room efficiencies identified.



Operating room standards of care and processes established (e.g., process to assess,



approve, and implement new technology).



Patient outcomes metrics established when surgical referral is identified.



Collaborative marketing to attach physician to brand/program.



Consistent inpatient vs. outpatient procedures based on care needs and payor trends.



Financial and care implications communicated prior to transition from inpatient to



outpatient procedures.



Approaches coordinated between orthospine and neurospine.


Hospital
Consistent admission criteria for back pain patients.


Services
Clinical criteria for assessment and admission of vertebral fracture patients;


(Emergency
coordinated scheduling of outpatient procedures.


Services)
Referral process for non-admitted back pain patients.



Process for off-hours Emergency Department visits.


Hospital
Pre-admission testing protocol process standardized for specific patient population


Services
(e.g., inclusive of anesthesia education and assessment).


(Pre-Surgical
Standardized process to review results prior to surgical date.


Services)
Standardized surgical spine pre-admission education at hospital site.



Bracing needs identified and/or obtained prior to admission.


Hospital
Standardized pre-operative orders.


Services
Variation of physician preferences reduced.


(Day of
Post-op care transfer from post anesthesia care unit (PACU) to nursing unit.


Surgery)


Hospital
Consistent written discharge instructions demonstrating progressive mobility.


Services
Surgical start time conducive to recovery in outpatient area.


(Outpatient
Post-operative referrals provided upon discharge.


Surgery)


Hospital
Spine program coordinator responsible for day-to-day operations of spine program and


Services
communication with senior leadership and physicians.


(Acute Care)
Multi-disciplinary product line team to implement programmatic change.



Key success metrics established, tracked, and communicated (e.g., LOS tracking,



dashboard and patient outcomes report card).



Reporting of metrics and action plan is routine agenda item on nursing unit.



Surgical spine nurse education training based on physician protocols.



Standardized post-operative orders and clinical pathways; variances understood.



Discharge criteria communicated to patient upon admission.



Patients aggregated on one patient unit with bed control support regardless of surgical



specialty (e.g., neurospine vs. orthospine).



Patient outcomes tracked and communicated to care team.



LOS tracked and communicated to care team.



Customer service program integrated at unit level.



Bracing provisions do not interfere with timely functional progression and patient



discharge.


Inpatient
Patient protocols established for physical and occupational therapy to support


Rehabilitation
discharge goals.



Patient progress within rehabilitation communicated with discharge planner to ensure



timely discharge.



Weekend rehabilitation services.


Outpatient
Early intervention program for low back pain communicated to referral sources.


Rehabilitation
Patient outcomes tracked for surgical and non-surgical patient population; results



leveraged with referral sources.



Occupational Medicine program linked to outpatient rehabilitation services.



Pain management linked to outpatient rehabilitation services.


Coordination
Care coordination model for consistent approach from point of referral through



treatment.



Care algorithm for assessment and recommendations.



Care algorithm developed in collaboration with surgeon, primary care, pain



management, physiatry, and rehabilitation.



Referral guidelines consistently utilized for PCP's and specialty services.



Methods for effective communication of patient care between providers.



Patient outcome measures on non-surgical patients collected, managed, and leveraged.



Triage call line for individuals with spine care needs.



Triage calls tracked and used to improve referral relationships and to improve



community education.



Care coordination model exists within physical space housing all services necessary to



spine care continuum, if necessary.



Branded and high quality educational materials related to surgical and non-surgical



care processes (e.g., exercise programs).



Segregated inpatient unit with private beds dedicated to spine services.



Hospital website houses spine care preventative materials.



Spine coordinator position to link care continuum, strengthen referral source



relationships, track outcomes, and educate patients.



Specialty program certification (e.g., Joint Commission Disease specific care



certification, Blue Cross program of distinction).









To evaluate a rehabilitation product line, the Link Care Continuum category 10f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 8 below.







TABLE 8







Link Care Continuum Category for Rehabilitation Product Line








Subcategories
Subsets





Care
Specially trained outpatient rehabilitation clinicians (e.g., advanced degrees,



continuing education, and experience).



Internal education (e.g., at least one time per month).



High-volume referral sources engaged (e.g., at least two times per year) to speak to



rehabilitation staff on advanced surgical techniques, rehabilitation intervention



guidelines, and expected rehabilitation outcomes.



Budget allocated to continuing education for rehabilitation.



Branded home exercise programs and instructions.



Patient outcomes (including functional and patient perception of care) tracked by



condition.



Patient outcomes used to establish clinical best practices and operational opportunities



for improvement.



Patient outcomes used as performance indicator for annual reviews.



Documentation accurately represents care provided during patient visits, as evidenced



by routine peer review process.



Timely access to initial evaluation care (e.g., 1 day = 2; 2 days = 1; >2 days = 0).



Timely patient care (e.g., average of 45-60 minutes = 2; 31-44 minutes = 1; <30



minutes = 0).



Sufficient staffing mix throughout hours of operation.


Margin
Performance-based metrics established, tracked, and communicated within



rehabilitation department (e.g., monthly).



Rehabilitation staff understands goal of meeting or exceeding performance metrics



(e.g., daily visits per therapist).



Margin metrics used to manage business (e.g., staff recruitment).



Performance metric goals defined with corresponding action plans.



Peer review to ensure documentation and charges accurately represent care provided



and meet regulatory standards.



Effective processes to collect co-pays (e.g., collection rate verified at least monthly).



Contractual agreements for highest payors (e.g., procedure rate, percent of charges,



visit rate, etc.).



Adequate procedures per visit (e.g., <2.2 procedures per visit = 0; >2.8 procedures



per visit = 2).



Non-clinical time (e.g., documentation time) does not impede patient scheduling,



access, or care.


Volume
Patient visit volumes tracked (e.g., on a monthly basis) by site, by discipline and by



therapist, compared to goals, and shared with staff



Cancellations and no-shows tracked and reported (e.g., monthly).



Low cancellation and no-show rate (e.g., <12% = 2; 12-14% = 1; >15% = 0).



Referral sources captured by physician, diagnosis, and zip code.



Referral source data used to create business development strategies.



Marketing materials (e.g., brochures, clinical and customer service results) leveraged



to grow business.



Resources (e.g., director, manager, staff) with defined business growth strategy plans.



Average visits per referral reviewed.









To evaluate a sports medicine product line, the Link Care Continuum category 10f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 9 below.







TABLE 9







Link Care Continuum Category for Sports Medicine Product Line








Subcategories
Subsets





Community
Action plan to transport target audience and service area patients (e.g., active lifestyle,


Integration
coaches, recreational leagues, school districts, and pro/semi-pro sports) into care



continuum.



Relationships with school districts and ATC's defined; referral patterns understood and



leveraged.



Programming to highlight sports medicine topics (e.g., run/walk, golf outings) about 4-6



times per year.



Internal education for volunteers and hospital employees for sports medicine topics



and services.



Sports medicine services highlighted at community events (e.g., 5K runs, golf



outings).



Educational materials developed to accompany programming; product line brochure to



highlight services and capabilities.



Process for identifying patients with school district ties for notifying ATC and/or



surgeon.



Referral call line tracks referrals and demographics; information leveraged.


Integration of
Hospital tracks referral sources for outpatient surgical patients through database.


Physician
Referral source information utilized to enhance existing relationships and to develop


Referral
others.


Sources
Sports medicine physicians and rehabilitation professionals educate referral sources



(e.g., PCP's) to knee and shoulder pain care algorithms.



Relationship and processes exists between ED and sports medicine physicians.



Referral source relationships with school districts, coaches, and ATC's.



Tracking by patient/referral source for contractual relationships.



CME program for PCP's and extenders (e.g., at least 1 time per year).


Surgeon
Key surgeons positioned as leaders in program development.


Relationships
Needs, wants, and expectations related to programmatic and clinical goals defined and



prioritized.



Surgeon's office effectively linked to hospital for streamlined scheduling.



Operating room efficiencies identified.



Operating room standards of care and processes established.



Consistent inpatient vs. outpatient procedures based on care needs and payor trends.



Established relationship with durable medical equipment (DME) provider to ensure



timely receipt of bracing; process coordinated through physician's office prior to



admission.



Collaborative marketing to attach physician to brand/program.


Hospital
Multi-disciplinary product line team to implement programmatic change.


Services
Key success metrics established, tracked, and communicated (e.g., case volume,



referrals, variable cost).


Hospital
Fast-track program for injured athletes (especially those referred by ATC).


Services
Referral process for non-surgical patients based on condition.


(Emergency


Services)


Hospital
Bracing needs and post-operative physical therapy consultation identified prior to


Services
admission.


(Pre-Surgical


Services)


Hospital
Standardized pre-operative orders.


Services
Reduced variation of physician preferences.


(Day of
Process for same-day transfer from post-operative care to recovery area.


Surgery)
Written, branded, and diagnosis-specific discharge instructions (e.g., bracing



instructions, pain management instructions) demonstrate progressive mobility.



Surgical times coordinated to allow for post-operative recovery in outpatient area.



Post-operative referrals provided upon discharge


Hospital
Timely access to imaging services.


Services


(Imaging)


Rehabilitation
Timely access to outpatient rehabilitation for sports medicine patients (e.g., typically



24 hours); direct physical therapist referrals with same-day access.



Post-operative patient protocols for outpatient physical therapy.



Effective communication process between outpatient physical therapy and sports



medicine physicians to support return to work/activity.



Early intervention program for non-surgical care communicated to referral sources via



care algorithms.



Patient outcomes tracked for surgical and non-surgical patient populations; results



leveraged with referral sources.



Outpatient rehabilitation environment, equipment, and resources support



comprehensive sports medicine population needs.



Strategic plan for outpatient rehabilitation system expansion.









The Build Brand Strategy category 10g of FIG. 2 may be divided into subcategories and subsets as set forth in Table 10 below.







TABLE 10







Build Brand Strategy Category








Subcategories
Subsets





Overall
Marketing budget including service line specific program development activities.



Marketing plan with dates and responsibilities.



Standing meetings to review current initiatives, marketing plan, and new materials.



Senior administration team engaged in development of brand strategy.


Brand
Brand/logo adopted and used to reinforce brand identity and continuity throughout


Establishment
continuum.


and
Sub-brands for program product lines supported with a name and logo.


Development
Musculoskeletal website implemented with program specific information (e.g.,



specialties, physicians, locations).



Consumer advertising/promotion via various forms of media to create awareness in the



community.



Action plan to make consumer/patient's first experience a positive one; consumer



inquiries tracked to evaluate success of activities/promotions.


Internal
Internal communications distributed to all levels of organization.


Awareness
Volunteers integrated to serve as active voice in the community.



Internal event/open house for staff members to interface with service line team and



clinical staff.


Brand
Physician guide distributed to introduce capabilities of program and physicians.


Relationship
Liaison educated to distribute materials and to receive feedback from physicians.


between
Physicians participate in programming to demonstrate breadth and depth of clinical


Hospital and
staff capabilities.


Physicians
Service line benefits marketed to physicians using outcomes, education, direct



outreach, and CME.


Product Line
Service line brochures disseminated through hospital campus and other common areas


Educational
in the community.


and Patient
Educational packets for patients and families to serve as a guide to theit hospital


Materials
experience.



Outcomes promoted (e.g., rehabilitation, customer service, clinical results) to



differentiate hospital's services.


Targeted
Community calendar developed to link third-party organizations (e.g., Human Motion


Community
Institute (HMI)) into existing hospital wide events.


Marketing
Regular lectures (e.g., 2-3 times yearly) by physicians and clinical staff to educate



consumers on topics pertaining to musculoskeletal care.



Interactive/multi-station programming sessions (e.g., minimum of 2 per year) to



highlight a variety of services within the musculoskeletal continuum.









Referring still to FIG. 2, the scoring step of block 104 (FIG. 1) may involve scoring each category 10, subcategory 12, and/or subset 14, on a scale to produce raw score 15. An exemplary scale may include possible scores ranging from zero (0) to two (2). In an exemplary embodiment, a raw score 15 of zero (0) indicates that a category 10, subcategory 12, and/or subset 14, is not in existence; a raw score 15 of one (1) indicates that a category 10, subcategory 12, and/or subset 14, is not being executed effectively and/or consistently; and a raw score 15 of two (2) indicates that a category 10, subcategory 12, and/or subset 14, is being executed both effectively and consistently. As shown in FIG. 2, subset 14a was given a raw score 15 of two (2), subset 14b was given a raw score 15 of one (1), and subset 14c was given a raw score 15 of zero (0). According to an exemplary embodiment of the present invention, at least some of the data gathered during the collecting step of block 102 (FIG. 1) should provide information necessary to complete the scoring step of block 104 (FIG. 1).
Continuing to block 106 of FIG. 1, another step of the present method involves converting the raw scores 15 of block 104 to percentage scores. As shown in FIG. 2, to achieve a percentage score 16 for a subcategory 12, raw scores 15 within each subcategory 12 are added together and divided by a total possible score. Similarly, to achieve a percentage score 18 for a category 10, raw scores 15 within each category 10 are added together and divided by a total possible score. According to an exemplary embodiment of the present invention, the evaluator inputs the raw scores 15 into a computing device, and the computing device calculates the percentage scores.
In the example illustrated in FIG. 2, the raw scores 15 from the Physician Leadership subcategory 12b, specifically the raw score 15 of two (2) for subset 14a, the raw score 15 of one (1) for subset 14b, and the raw score 15 of zero (0) for subset 14c, are added together to achieve a total raw score of three (3). The total raw score of three (3) is then divided by the total possible score of six (6), resulting in a percentage score 16 for the Physician Leadership subcategory 12b of 50%. The same process was then repeated for each of the remaining subcategories 12 within the Engage Physicians category 10d, including the Value to Physicians subcategory 12a, the Physician Engagement Plan subcategory 12c, and the Percentage of Targeted Physicians Actively Engaged subcategory 12d. 
Referring still to the example of FIG. 2, to achieve a percentage score 18 for the Engage Physicians category 10d, raw scores 15 from the Value to Physicians subcategory 12a, the Physician Leadership subcategory 12b, the Physician Engagement Plan subcategory 12c, and the Percentage of Targeted Physicians Actively Engaged subcategory 12d, are added together to achieve a total raw score. The total raw score is then divided by the total possible score, resulting in a percentage score 18 for the Engage Physicians category 10d of 38%. The same process is then repeated for each of the remaining categories 10, including the Reinforce Service Line Infrastructure category 10a, the Strengthen Customer Service category 10b, the Balance Goals category 10c, the Integrate Referral Sources category 10e, the Link Care Continuum category 10f, and the Build Brand Strategy category 10g. 
Continuing to block 108 of FIG. 1, another step of the present method involves calculating an overall percentage score. To calculate an overall percentage score 20, the percentage scores 18 from the various categories 10 are averaged. According to this exemplary embodiment, the overall percentage score 20 is not weighted to favor a particular category 10 that may have a higher total raw score due to the number of subcategories 12 and/or subsets 14 within that category 10.
Referring still to the example of FIG. 2, to achieve an overall percentage score 20, percentage scores 18 from all of the categories 10 are averaged. Specifically, percentage scores 18 from the Reinforce Service Line Infrastructure category 10a, the Strengthen Customer Service category 10b, the Balance Goals category 10c, the Engage Physicians category 10d, the Integrate Referral Sources category 10e, the Link Care Continuum category 10f, and the Build Brand Strategy category 10g, are averaged to achieve an overall percentage score 20 of 37%. As mentioned above, the overall percentage score 20 is an average percentage score 18 of the various categories 10, such that the overall percentage score 20 is not weighted to favor a particular category 10. It is within the scope of the present invention, however, that certain categories 10 may be weighted to more strongly influence the overall percentage score 20. For example, the Reinforce Service Line Infrastructure category 10a and the Engage Physicians category 10d have been shown to have a strong correlation to a program's maturity, and therefore may be weighted in the overall percentage score 20.
Continuing to block 110 of FIG. 1, another step of the present method involves associating the percentage scores with a stage or level of maturation. The associating step of block 110 may be completed for percentage scores 16 of each subcategory 12, percentage scores 18 of each category 10, and/or overall percentage score 20. In an exemplary embodiment shown in FIG. 3, a percentage score between approximately 0% and 44% is associated with a first stage of maturation 30, a percentage score between approximately 45% and 79% is associated with a second stage of maturation 32, and a percentage score between approximately 80% and 100% is associated with a third stage of maturation 34. First stage of maturation 30 has been shown to indicate a program in a stage of infancy. Second stage of maturation 32 has been shown to indicate a program in a stage of development. Third stage of maturation 34 has been shown to indicate a program in a stage of maturity.
These maturation stages or levels were determined empirically by observing general characteristics of programs in stages of infancy, development, and maturity. For example, for the Physician Leadership subcategory 12b, the inventors determined that: (1) a program in the stage of infancy will generally have traditional medical staff in leadership positions with physicians working on product line specific initiatives that directly affect them; (2) a program in the stage of development will generally have key physicians in product line specific or service line specific leadership roles, and will generally have leadership roles that are clearly defined and productive, but will generally inconsistently engage other physicians in decision making; and (3) a program in the stage of maturity will generally have a comprehensive, well-defined and active service line leadership structure in place, the leadership structure will generally have accountability for care, margins, and volume metrics, and key physicians will generally influence others for service line success.
With respect to the Reinforce Service Line Infrastructure category 10a of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 11 below.







TABLE 11







Reinforce Service Line Infrastructure Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Administrative
Administrative focus on
Musculoskeletal service
Administration meets


Commitment
musculoskeletal service
line is defined as high
quarterly to review key



line is established.
level priority (i.e.
service line indicators and




established as a signature
initiatives and determines




service line). Senior
key strategic focus of




leader in place with
service line. Annual




service line responsibility
strategy session occurs to




and authority to remove
ensure progression of




barriers to performance
service line.


Physician
Reasonable foundation for
Intermittent (non-
Key Physicians are


Leadership
musculoskeletal physician
structured) interaction
actively and consistently



leadership exists.
exists with Key Physicians
engaged in vision, budget




and administration with
and growth strategies for




regards to the service line.
service line. Structured





vehicle (i.e. quarterly





meetings) exists for





engagement.


Operational
Defined role/position
Service line management
Service line structure


Support
exists to support service
structure is deployed.
consistently implements,



line (i.e. service line
Dedicated service line
tracks and improved



manager). Roles and
manager, key service line
performance measures.



responsibilities defined.
leadership team, integrated
Barriers are understood




service line operations
and action plans are




team, and product line
consistently implemented.




teams in place to support
Management structure has




the program.
the authority to manage





the performance of the





service line.









With respect to the Strengthen Customer Service category 10b of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 12 below.







TABLE 12







Strengthen Customer Service Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Customer
Senior leadership has
Customer service
Customer service is


Service
established a vision and
champion has been
managed by service line


Commitment
customer service
established to assume
and results are reviewed



principles to support
responsibility, direction
consistently by senior



organizational goals.
and success of customer
leadership. Service line




service process. Execution
customer service




of program is managed
responsibility and




and monitored at a unit or
authority exists. Customer




department level.
service success is an





objective goal





incorporated into service





line manager and key





department leaders' annual





performance plan.


Customer
Vision and principles of
Detailed actions to support
Continual process


Service
customer service are
customer service
improvement approach is


Infrastructure
shared within the
principles are established
established through


and Process
organization and
by job function for the
customer satisfaction



incorporated in the new
service line. Customer
teams at a service line or



hire orientation process.
service guide is in place
department level to ensure




and effectively
longevity of program.




communicated at a
Effective process exists to




minimum annually.
ensure new employees are





effectively educated to





customer service approach





and tools.


Customer
Standardized measuring
Survey tool is specific to
Service line results are


Service
tool is established and
processes within control
consistently at or above


Metrics
utilized at a
and implemented at a
goal. Results are



department/unit level (i.e.
department level. Return
effectively leveraged to



Press Ganey, H-CAHPS).
rate is >85%. Service line
internal and external



Trending of scores are
goals are identified.
stakeholders. Metrics are



tracked and shared at a
Results are effectively
reviewed at a minimum,



department level.
managed and improved
annually to re-evaluate for




through the customer
inclusion.




service team.









With respect to the Balance Goals category 10c of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 13 below.







TABLE 13







Balance Goals Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Care
Patient Outcomes
Patient Outcomes
Condition specific patient



inclusive of patient
inclusive of patient
outcomes inclusive of



satisfaction are tracked at a
satisfaction are tracked and
patient satisfaction (e.g.,



hospital level to support
trended by service line,
joint, spine, lower back



national and regulatory
nursing unit/department
pain (LBP), etc.) are



standards (i.e. H-CAHPS,
level and outpatient
tracked in addition to



JCAHO, SCIP, Premier,
rehabilitation. Results are
national and regulatory



Leapfrog)
shared at unit/department
standards. Clear goals are




level. Performance
established and success is




improvement process
part of performance




exists.
review. Physicians and





direct care providers





involved in establishing,





tracking and improving





metrics. Results are





leveraged internally and





externally.


Margin
Cost accounting
Margin management and
Service line margin goals



methodology exists within
improvement goals exist at
are established, managed



organization. Reports are
an organization level.
and communicated by



available to review within
Initiatives to improve
service line. Service Line



senior leadership at an
margin exist (i.e. all
Manager responsible for



organizational level.
patients with a LOS > 3
managing both cost and




days have internal review).
revenue opportunities.





Infrastructure is effective





in executing change to





enhance the service line





and or product line's





margin.


Volume
Inpatient and outpatient
Clearly defined goals are
Collaboration between the



case volume goals exist at
established and tracked by
hospital and physicians



an organizational level.
one of the service line,
exists to create long term



Case volume is routinely
product line, or physician.
service line strategy for



tracked.
Plan for volume growth
volume growth.




exists and resource impact
Implications on resources,




is understood.
facilities and care are





understood and action plan





developed. Physician and





market specific goals





established at a product





line level to meet the





service line growth





strategy.









With respect to the Engage Physicians category 10d of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 14 below.







TABLE 14







Engage Physicians Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Relationship/
Hospital-Medical staff
Basic non-
Physicians actively


Program Value
relationship is professional
economic/foundational
involved in decisions that


to Physicians
and cordial. Service line
strategies being
affect the care of their



discussions are productive.
employed. Physicians are
patients. Physicians



Physicians perceive value
highlighted in service line
perceive value in being



in alignment
or product line materials
associated with the




and programming.
program and perceive that





their success is closely tied





to program success.


Physician
Traditional medical staff
Key physicians in product
Comprehensive, well-


Leadership
leadership positions in
line specific or overall
defined and active service



place. Physicians actively
service line leadership
line leadership structure in



work on product line
roles (may be paid or
place (i.e. leadership



specific initiatives that
unpaid). Leadership roles
council, defined product



directly affect them (i.e.
are clearly defined and
line leads). Leadership



physician-specific order
productive (i.e. clinical
structure has accountability



sets or protocols, OR
lead for product line
for care, margin and



improvements for their
team). Inconsistently
volume metrics (may or



cases, etc.)
engage other physicians
may not have bonus tied to




in decision making.
metrics). Key physicians





influence others for service





line success.


Physician
Hospital recognizes the
Hospital plan for service
Hospital is deliberately and


Engagement
need for an active
line physician
actively implementing a


Plan
engagement strategy and
engagement exists but not
comprehensive short and



plan. Hospital has
comprehensive in scope
long term strategic plan.



attempted isolated
(physicians or strategy).
Structure exists to ensure



strategies with physicians.
Plan is being pro-actively
strategic plan is meeting



Strategies are not typically
developed but
the needs of the physicians,



pro-active in nature, but
inconsistently or
the hospital and the service



rather reactive.
ineffectively
line.




communicated.


Percentage of
0-20% Engaged
21-50% Engaged
51-100% Engaged


Targeted


Physicians


Actively


Engaged









With respect to the Integrate Referral Sources category 10e of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 15 below.







TABLE 15







Integrate Referral Sources Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Resource
Consistent base of referral
Referral base tracking and
Physician liaison assigned



sources exist (i.e.
communication is
to the service line. Clearly



employed PCP group,
broadened to include but is
defined goals are



system “loyal” PCPs).
not limited to ED,
established and tracked



Data collection of referrals
Rheumatology,
relative to volume and



obtained through
Occupational Medicine
demographic dispersion by



admission data
and Podiatry. Service line
product line. Referral



inconsistently and is not
manager or hospital
sources have knowledge of



used in the strategic
physician liaison assumes
service line services and



development of an
responsibility for
specialties. Integration of



integrated plan.
integrating referral
non-physician/community




sources, establishing goals
referral sources exists and




and communicating with
leveraged.




leadership and surgeons.


Integration
General knowledge of
Educational needs of
Hospital and surgeons



needs, wants and
referral sources are
have clear vision and plan



expectations are
identified. Education is
for integrating referral



understood for top referral
provided independently by
sources. Education occurs



sources. Tracking and
surgeons with existing
routinely by specialty with



improving referral
referral sources on an as
CME credits provided with



relationships is minimal
needed basis.
goal of ensuring right care



and occurs without
Collaboration between
at the right time by the



integration of hospital and
referral source and surgeon
right specialist. Objective



physician.
for complex medical
data such as patient




patients exists.
satisfaction and outcomes





are leveraged with referral





sources.









With respect to the Link Care Continuum category 10f of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 16 below.







TABLE 16







Link Care Continuum Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Link Care
Care continuum is viewed
Care continuum linkages
Care continuum linkages


Continuum
in linear fashion.
are identified at a product
are effectively,



Elements of the care
line level and extend
consistently and



continuum exist but are
beyond the hospital
deliberately enhanced and



episodic in nature (e.g.,
episode of care.
integrated for each product



inpatient episode,
Integration of each
line within the service line.



outpatient episode,
element of the care
Variations within the



outpatient rehabilitation).
continuum is inconsistent.
product line care





continuum are clearly





understood and leveraged





to create distinction.









With respect to the Build Brand Strategy category 10g of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 17 below.







TABLE 17







Build Brand Strategy Category









Maturation Stages










Subcategories
Infancy
Development
Maturity





Brand
Brand and logo exists for
Content has been created
Hospital service line is


Establishment
service line. Web site has
unique to the service line
well-established in the


and
designation for the brand.
and the specialty service
community. Brand is


Development

provided. Some media
pervasive throughout the




advertising exists to create
hospital advertising efforts




awareness in the
and publications. Hospital




community.
signage for program exists.





All elements of the





continuum are tied to the





brand.


Internal
Service line is represented
Communications within
Hospital has annual events


Awareness
in employee newsletters.
the hospital are a
for hospital employees




continuous effort. Signage
which correspond to




reflecting brand are in
service line brand. Service




areas where the service
line has own unique




line staff are frequently
newsletter for staff. Brand




present. Volunteers are
is present throughout




included in service line
hospital campus.




communications.


Brand
Physicians are included in
Physicians have specifics
Physicians are included in


Relationship
service line marketing
to their practices and
the advertising by the


between
activities.
specialties in a referral
hospital and play an active


Hospital and

guide and on the website.
role in the development of


Physicians

Participate in hospital
programs geared toward




based programs for the
the community and other




community. Liaison
physicians/referral




position exists and
sources. Physicians




individual has been
participate in the creation




educated to help
of branded educational




engagement effort.
materials. Physician and




Quarterly bulletins are sent
practice materials reflect




to physicians regarding
brand.




program.


Product Line
Product lines exist for
Product lines have unique
Product lines have unique


Educational
subspecialty areas of the
materials under the
sub-brands with logos


and Patient
service line and are
umbrella brand for use in
under the umbrella brand.


Materials
reflected in collaterals and
education and advertising.
Programs are developed



website.
Product line outcomes are
specifically for the product




gathered & used for
lines and media




advertising to internal and
advertising is done at the




external audiences.
product line level.


Targeted
Hospital has periodic
Regular lectures occur at
A formal community


Community
lectures to the community
the hospital or elsewhere
calendar of


Marketing
on campus for
in the primary service area
musculoskeletal related



musculoskeletal service
(PSA) which feature a
events exists which



line.
cross section of the
features a combination of




different subspecialties
lectures and interactive




and clinical staff.
programs. Programs occur




Interactive programs/
both on campus and in




clinics may also be
strategic locations




occurring. Service line is
throughout the PSA and




involved in sponsored
secondary service area




events.
(SSA). Strategic partners





(e.g., sports team, outside





organizations, vendors) are





engaged in programming





efforts. Participation is





tracked to analyze patient





conversion.









Various maturation levels were analyzed and tested until the percentage scores most accurately coordinated with the general observational standards for the categories 10 and subcategories 12. As discussed above, percentage scores between approximately 0% and 44% were shown to coordinate with general observational standards for a program in the stage of infancy, percentage scores between approximately 45% and 79% were shown to coordinate with general observational standards for a program in the stage of development, and percentage scores between approximately 80% and 100% were shown to coordinate with general observational standards for a program in the stage of maturity.
Referring to the example of FIG. 3, an exemplary maturation scale 300 is illustrated graphically. The maturation scale 300 tracks the percentage scores 18 from all of the categories 10 and the overall percentage score 20 against the maturation stages or levels described above. The Reinforce Service Line Infrastructure category 10a is in a stage of development, while the remaining categories 10 are in a stage of infancy. The overall percentage score 20 of 37% indicates that the service line, as a whole, is in a stage of infancy.
Continuing to block 112 of FIG. 1, another step of the present method involves providing feedback to the hospital. According to an exemplary embodiment of the present invention, the feedback is in the form of a hard-copy report that is accessible by executives of the hospital, service line managers, product line managers, and coordinators, for example. According to another exemplary embodiment of the present invention, an electronic report is posted to a website and accessible via an internet network. The report may include both written and graphical summaries of the above-described method 100, such as maturation scale 300 shown in FIG. 3.
The feedback may include percentage scores 16 for each subcategory 12, percentage scores 18 for each category 10, and/or an overall percentage score 20. The feedback may also include raw scores 15. The percentage scores may be compared to previous percentage scores, such as the percentage scores for the previous year. For example, referring to the example of FIG. 3, percentage scores 18 and an overall percentage score 20 from the previous year are shown as dotted lines on maturation scale 300.
The feedback may also include a list of goals for the hospital and action steps for improving the maturation stage. In an exemplary embodiment, the goals are determined based on categories 10 and/or subcategories 12 that are rated lowest on maturation scale 300. In other words, the goals are determined based on scores in categories 10 and/or subcategories 12 that are lower than other scores of the same service line. For example, referring to the example of FIG. 3, the feedback may include action steps for the hospital to improve its integration of referral sources (category 10e). In another exemplary embodiment, the goals are determined based on categories 10 and/or subcategories 12 that are rated lower on maturation scale 300 than those of the hospital's competitors.
The feedback may also include a written summary of data gathered during the collecting step of block 102 (FIG. 1). For example, the feedback may include written summaries of demographic data, financial data, and patient care data.
According to an exemplary embodiment of the present invention, method 100 may be repeated on a routine basis. For example, method 100 may be repeated quarterly, bi-annually, or annually. In an exemplary embodiment, percentage scores 16 for each subcategory 12, percentage scores 18 for each category 10, and/or an overall percentage score 20 are compared to those of previous evaluation periods.
Referring to FIG. 4, an exemplary system 200 is provided for performing the above-described method. System 200 includes computing device 202, such as a general purpose computer or a portable computing device having display 203. Although system 200 is illustrated as including a single computing device 202, it should be understood that multiple computing devices 202 may be used together, such as over a network or other methods of transferring data.
Computing device 202 includes memory 204 and controller 206 that is able to access memory 204. Exemplary controllers include computer processors. Memory 204 is a computer readable medium and may be a single storage device or may include multiple storage devices, located either locally with system 200 or accessible across a network. Computer-readable media may be any available media that may be accessed by controller 206 of system 200 and includes both volatile and non-volatile media. Further, computer readable-media may be one or both of removable and non-removable media. By way of example, computer-readable media may include, but is not limited to, RAM, ROM, EEPROM, flash memory or other memory technology, CD-ROM, Digital Versatile Disk (DVD) or other optical disk storage, magnetic cassettes, magnetic tape, magnetic disk storage or other magnetic storage devices, or any other medium which may be used to store the desired information and which may be accessed by system 200.
As shown in FIG. 4, memory 204 of computing device 202 includes operating system 208 and communications software 210. Exemplary operating system software is WINDOWSTM operating system software available from Microsoft Corporation of Redmond, Wash. Communications software 210 allows computing device 202 to communicate with a local area network, a public switched network, a CAN network, any type of wired network, and any type of wireless network. An exemplary public switched network is the Internet. Exemplary communications software includes e-mail software, internet browser software, and other types of software which permit system 200 to communicate with other devices across a network.
Computing device 202 also includes user input device 212. User input device 212 may include buttons, knobs, keys, switches, a mouse, a touch screen, a roller ball, and other suitable devices for providing an input to system 200. As shown in FIG. 4, user input device 212 communicates with controller 206.
Memory 204 of computing device 202 further includes computing software 214. Exemplary computing software includes EXCELTM available from Microsoft Corporation of Redmond, Wash. According to an exemplary embodiment of the present invention, computing software 214 is configured to calculate a percentage score 16 from a plurality of raw scores 15 as described above with respect to FIG. 2. Computing software 214 may also be configured to associate the calculated percentage score 16 with a stage or level of maturation and generate a maturation scale, such as the graphical maturation scale 300 of FIG. 3.
In operation, a user enters a plurality of raw scores 15 into computing device 202 via user input device 212. Then, computing software 214 calculates a percentage score 16 from the input raw scores 15, as described above. Finally, computing device 202 generates report 216. As discussed above, report 216 may be a hard-copy report that is sent to executives of the hospital, service line managers, product line managers, and coordinators, for example. Report 216 may also be an electronic report that is posted to a website and made available via an internet network. Report 216 may include both written and graphical summaries, such as maturation scale 300 of FIG. 3.
While this invention has been described as having preferred designs, the present invention can be further modified within the spirit and scope of this disclosure. This application is therefore intended to cover any variations, uses, or adaptations of the invention using its general principles. Further, this application is intended to cover such departures from the present disclosure as come within known or customary practice in the art to which this invention pertains and which fall within the limits of the appended claims.

## Claims

1. A method for managing and evaluating a service line of a hospital comprising the steps of:
collecting data relevant to the service line of the hospital;
awarding the service line of the hospital a raw score out of a possible score in each category of a plurality of categories based on the collected data, wherein awarding the raw score includes:
awarding a raw score of zero to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category-are below a lower threshold established for the category; awarding a raw score of one to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are between the lower threshold and an upper threshold established for the category; and awarding a raw score of two to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are above the upper threshold established for the category;

inputting the raw scores for each category of the plurality of categories into a computing device;
calculating, with the computing device, a percentage score by dividing a sum of the raw scores for each category of the plurality of categories by a sum of the possible scores for the plurality of categories;
associating the percentage score with a stage of maturation; and
reporting the stage of maturation to the hospital.

2. The method of claim 1, wherein the collecting data step comprises collecting at least one of demographic data, financial data, patient care experience data, patient care result data, infrastructure data, customer service data, strategic goal planning data, physician engagement data, referral source data, and brand strategy data.

3. The method of claim 1, wherein the stage of maturation comprises an infancy stage when the percentage score is between approximately 0% and 44%.

4. The method of claim 1, wherein the stage of maturation comprises a development stage when the percentage score is between approximately 45% and 79%.

5. The method of claim 1, wherein the stage of maturation comprises a maturity stage when the percentage score is greater than approximately 80%.

6. The method of claim 1, wherein the reporting step comprises providing the hospital with a graphical maturation scale that visually communicates the stage of maturation, wherein the graphical maturation scale is prepared by the computing device.

7. The method of claim 1, wherein the reporting step comprises posting an electronic report from the computing device to a website, the electronic report being accessible by the hospital via an internet network.

8. The method of claim 1, wherein the collecting step comprises collecting data relevant to a musculoskeletal service line of the hospital.

9. The method of claim 1, further comprising the step of providing feedback to the hospital to improve the stage of maturation for the plurality of categories, the plurality of categories having a lower percentage score than another plurality of categories.

10. The method of claim 1, further comprising the step of storing, in a non-transitory memory, a plurality of numeric standards associated with a plurality of stages of maturation, wherein the associating step comprises comparing, with the computing device, the percentage score with the plurality of numeric standards to identify the stage of maturation corresponding to the percentage score.

11. The method of claim 10, wherein the plurality of numeric standards comprise:
0% to 44%, which corresponds to an infancy stage;
45% to 79%, which corresponds to a development stage; and
80% or more, which corresponds to a mature stage.

12. The method of claim 1, wherein the service line of the hospital includes a first product line and a second product line, and wherein the awarding step is performed independently for the first product line and the second product line in at least one of the plurality of categories.

13. The method of claim 12, wherein the service line is a musculoskeletal service line, and wherein the first and second product lines are selected from the group consisting of: a joint replacement product line, a spine care product line, a hand and upper extremity product line, a foot and ankle product line, a rehabilitation product line, and a sports medicine product line.

14. The method of claim 12, wherein the awarding step is performed independently for the first product line and the second product line in a pre-surgical category, a day of surgery category, and a rehabilitation category.

15. The method of claim 1, further comprising the step of providing feedback to the hospital to improve the stage of maturation when the percentage score is lower than a corresponding percentage score for a competitor of the hospital.

16. A method for managing and evaluating a service line of a hospital comprising the steps of:
collecting data relevant to the service line of the hospital;
awarding the service line of the hospital a raw score out of a possible score in each category of a plurality of categories based on the collected data, wherein awarding the raw score includes:
awarding a raw score of zero to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category-are below a lower threshold established for the category; awarding a raw score of one to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are between the lower threshold and an upper threshold established for the category; and awarding a raw score of two to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are above the upper threshold established for the category;

inputting the raw scores for each category of the plurality of categories into a computing device;
calculating, with the computing device, a sum of the raw scores for each category of the plurality of categories;
classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage based on the sum of the raw scores for each category of the plurality of categories; and
providing feedback to the hospital based on the classifying step.

17. The method of claim 16, further comprising the step of calculating, with the computing device, a percentage score by dividing the sum of the raw scores for each category of the plurality of categories by a sum of the possible scores for each category of the plurality of categories, wherein the classifying step comprises classifying the service line of the hospital based on the percentage score.

18. The method of claim 17, wherein the classifying step comprises classifying the service line of the hospital in the infancy stage when the percentage score is between approximately 0% and 44%.

19. The method of claim 17, wherein the classifying step comprises classifying the service line of the hospital in the development stage when the percentage score is between approximately 45% and 79%.

20. The method of claim 17, wherein the classifying step comprises classifying the service line of the hospital in the maturity stage when the percentage score is greater than approximately 80%.

21. A method for managing and evaluating a service line of a hospital comprising the steps of:
collecting data relevant to the service line of the hospital;
evaluating the service line of the hospital in a plurality of categories, the plurality of categories selected from the group consisting of: patient care, infrastructure, customer service, strategic goal planning, physician engagement, referral sources, and brand strategy, wherein evaluating the service line includes awarding a raw score in each category of the plurality of categories based on the collected data, awarding the raw score including:
awarding a raw score of zero to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category-are below a lower threshold established for the category; awarding a raw score of one to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are between the lower threshold and an upper threshold established for the category; and awarding a raw score of two to each category of the plurality of categories of the service line if one or more key elements of a care continuum for the category are above the upper threshold established for the category;

inputting information from the evaluating step into a computing device;
classifying the service line of the hospital, with the computing device, in one of an infancy stage, a development stage, and a maturity stage for each category of the plurality of categories; and
providing feedback to the hospital based on the classifying step.

22. The method of claim 21, wherein the providing step comprises providing the hospital with a graphical maturation scale that visually communicates whether the service line of the hospital in classified in the infancy stage, the development stage, or the maturity stage for each category of the plurality of categories, wherein the graphical maturation scale is prepared by the computing device.

23. The method of claim 21, wherein the providing step comprises providing an electronic report accessible by the hospital via an internet network.

24. The method of claim 21, wherein the collecting step comprises collecting data relevant to a musculoskeletal service line of the hospital.

25. The method of claim 21, further comprising calculating, with the computing device, a combined score for each of the plurality of categories, at least one of the infrastructure category and the physician engagement category being weighted over another of the plurality of categories in the combined score.