You are the business manager of a fifteen-physician group practice in family medicine that a recent strategic planning retreat agreed to open a satellite clinic on the periphery of its current market area in order to increase the number of families that it serves. The clinic will be located in an area of somewhat older, rundown homes that seem to be undergoing slow but steady gentrification. The clinic initially will be staffed with three physicians and has a maximum capacity of ten doctors.
One of your responsibilities under the strategic plan to create the clinic is to establish a modest program for keeping track of the factors and variables that might affect the success of the clinic. To get started, prepare a list of ten to fifteen financial and non-financial metrics that you purpose to monitor, including the sources you will use to gather the necessary data. For each one of the metrics, indicate the directions in which they might change and the adjustments in the plan for the new clinic that would be necessary.
The list includes measures utilized by a new health care facility to determine the level of success and identify areas needing improvement. An explanation of where the data will come from for each measure and methods for improvement are provided.