Occupational Health Business Plan

Occupational Health Business Plan

Centroplex Health System (CHS), Workwell is a leading Occupational Medicine Program. It is designed to decrease health care costs and increase productivity. Workwell will become Killeen&#8217’s premier Industrial Occupational Medicine Program. This program will support local businesses and help them become more productive while lowering their overall expenses.

In their attempt to reduce health care costs, employers “want” occupational medicine clinics that provide them with the following components: accessibility, drug screening services, high quality staff, state-of-the-art care, and a wide scope of services. Workwell is a regional business that promotes total health and mind, spirit, and body. It also develops and nurtures partnerships with regional businesses.

Workwell’s existence is based on two simple facts:

  1. The productivity of healthy employees is higher than that of chronically ill workers.
  2. It is more cost-effective to prevent injuries, than to treat them.

Workwell is a program that helps employees to change their behaviours and live healthier lives. This will reduce a company’s overall health care expenses while increasing worker productivity. Reduced medical insurance premiums, lower absenteism, decreased turnover rates, worker&#8217’s compensation claims, shorter hospital stays, and reduced tardiness will all result in lower health care expenditures.

Centroplex Health System is a major advantage Workwell has, and should capitalize on. CHS is the choice provider for health services in its service region and has already supported the crucial structures that are required to establish a successful Occupational Med program, such Workwell. These structures include an Emergency Department (i.e. COMC), an MCO (currently developing), and a network with primary and special physicians. All four of these structures will form a loop, which acts as a catalyst to bring business into Workwell. Workwell then should refer back into these four structures. This completes the loop. The model proposes to provide both Occupational Medicine services and primary care services under one location, which is COMC. The combination of these services will provide an alternative system for primary care and occupational health services to client employers. The result will be a synergy that expands the market, establishes new relationships, reduces operating expenses, and generates new revenue.

The key to success and crucial factors for the next 3 years of Workwell’s life are:

  • The development and implementation of a plan or marketing strategy that is successful for employers.
  • The recruitment of qualified medical and administrative talents.
  • Market entry in Occupational Medicine and a brand#8221 name that is ahead of the rest.
  • Commitment to continually improve the quality of our service
  • Demonstrate a financial return for investment
  • Senior Management should show their commitment

The business plan justifies the development and implementation of an occupational medicine program by CHS. According to market research, there were 7,720 worker injury claims last year. CHS handled 2,532. Worker compensation injuries are expected to grow to 9,446 in the following four years. The five-year goal of this business plan is to position CHS to treat 5,064 worker compensation injuries and thus attain 53 percent of the market.

The following chart shows the key highlights of COMC’s business plan for the next five years. Total visits to COMC are projected to increase from 11,085 to 15,918 by Year 5. This will generate more total revenues and a greater net surplus.

1.1 Objectives

  • Workwell’s main objective is to help ESTABLISH Centroplex Health System, as the #8220ONE STOP SHOPING#8221 MEDICAL CENTER for HEALTH CARE in its SERVICE AREA.
  • Offer a full range of Industrial Occupational Medicine Services that provide prompt, high-quality medical care for all employees injured.
  • By Year 1, you will provide Occupational medicine services to 10 Killeen employers with 50 employees and 20 small employers with 50 employees.
  • To increase the target market to offer Occupational medicine services to employers in these zip code: 76540-43. 76548. 76513. 76513. 76513. 76513. 76513. 76513. By Year 2.

  • To expand the market in order to offer Occupational Medicine services to Centroplex Health System Service Area employers (Bell, Lampasas or Coryell county), by the end year 3.
  • Become the Provider of Choice for Occupational Medicine in the service area.
  • 1.1.1 Observation/Recommendations

    OBSERVATIONOccupational health programs have been stepchildren in hospitals because they’ve historically not brought in much revenue. These programs could be more profitable if they are developed by health systems and sold directly to employers. Providers have to be proactive as they look for new revenue streams, especially as the value of discounted managed care continues to shrink. Occupational healthcare services provides a way to create positive relationships and build trust with local employers.


    These recommendations have as their underlying factor TIME IS ESSENTIAL TO DEVELOPING WORKWELL.

    Below are some suggestions (options).

    Hire a consultant to help you start your program.

    This recommendation is based on two reasons: First, occupational medicine programs require expertise. Second, it is better to learn from established techniques than reinvent the wheel. Each of the programs that were studied either had an occupational medicine director who was experienced or hired an outside consultant to help bring about the program’s success. CHS does not have the expertise to support this effort and is considering hiring a consulting company.

    Other reasons are:

    CHS can offer area employers, as well as its employees, a formalized occupational therapy program within 30 to 45 days. This program’s personnel burden ($$$) can be used to pay experts to apply their proven methods. Senior leaders will feel renewed commitment to the program’s success by spending money on consultants.

    CHS is at risk of being ‘canned’ and could be subject to legal action, but it is clear that the positives far outweigh any negatives. Three consulting firms submitted bids in support of this project. These are Concentra Health Services (Florida Hospital), and Occupational Health Research. I have included a copy of this information in your presentation.

    Develop the occupational medicine program in-house


    Save money.

    Programming customized.


    Time frame.

    Expertise is lacking

    Lack of commitment from senior leadership.

    Decision to remain status quo:

    In this option, the program will continue operating as currently.




    Continue to lose revenue

    Potential for market share loss

    Do not miss the chance to network with local employers

    Don’t miss your chance to become a #8220one-stop shop#8221 for health care services.

    CHS employee injuries costs will continue escalating.

    Divestiture by COMC

    This option allows COMC to be placed on the market for sale.


    Many people have a lot to spend.

    The $$$ can also be used to invest in new programs or expansions.

    Leadership can focus on issues closer at home.

    In the short term, improve CHS’ bottom line


    Lose new revenue stream.

    Lose market share.

    Loss of prime location.

    Competitors should establish themselves in this setting.

    Lose identity within the market.

    1.2 Mission

    Workwell is a customer focused premier industrial occupational medicine program, that uses a team approach to provide quality occupational health, safety and rehabilitation services that addresses a person’s total health–body, mind and spirit–while developing and nurturing partnerships with regional businesses.

    1.3 Keys for Success

    Workwell’s keys to success include:

    • Successful marketing strategies/plans for employers are developed and implemented.
    • The recruitment of qualified medical and administrative talents.
    • Entering the Occupational Medical market and creating a &#8220?

    Name of the brand before the competition

  • Commitment to continuously improve the quality of service.
  • Demonstrate a financial returns on investment
  • Commitment from Senior Management
  • Leave a Reply