Pediatric therapy marketing plan and 90-day worksheet

A pediatric therapy marketing plan should define the services and appointments you want to fill, select a manageable set of discovery channels, assign the work, and measure appropriate evaluations. Use a 90-day period to organize the work and review what you learn; do not treat it as a guaranteed growth deadline.

This worksheet works for pediatric OT, speech-language pathology, and PT practices. It includes twelve working weeks and a final review period so you can connect marketing activity to actual access and intake.

What belongs in a pediatric therapy marketing plan?

Include seven elements: the service with available capacity, the families you can serve, your practical access limits, a primary channel, a supporting channel, the inquiry handoff, and a measurement plan.

The marketing plan should start with actual capacity. If your clinic has no after-school openings, a campaign broadly targeting school-age families may generate frustration rather than growth. If a new service is not ready to deliver, finish the clinical and operational preparation before promoting it.

Use the patient acquisition guide to diagnose whether discovery, fit, intake, scheduling, or attendance is the first issue to address.

How do you complete the 90-day practice-growth worksheet?

Step 1: What service and capacity objective should the plan set?

Write the service line, clinician, accepted ages, appointment setting, available windows, and payment arrangements. Then choose a capacity-based objective.

A hypothetical clinic might aim to fill four recurring daytime appointment slots, subject to clinical appropriateness and scheduling fit. That is an operational objective based on its capacity, not a target every practice should adopt.

Step 2: How do you describe the families the service is for?

Write a short description using relevant factors: age range, location, service need, appointment windows, communication preferences, and payment process. Avoid assumptions about families based on stereotypes or sensitive personal characteristics.

Step 3: Which primary and supporting channels fit the service?

Select one primary route based on service fit. Options include professional relationships, relevant local search pages, or a suitable directory. Choose a supporting route that helps families verify the practice and contact it.

Step 4: What counts as a therapy practice’s marketing offer?

Your offer is an accurate description of an available service and the next action, not a discount or exaggerated outcome promise.

Step 5: Who handles new inquiries, and how fast do they respond?

Name the person who acknowledges inquiries, the backup, the review routine, and the approved route for forms or clinical information. State a response standard that the team can meet during published operating hours.

Step 6: How do you budget both money and staff time for marketing?

Include both spending and staff time. Write the amount you can afford to lose in a learning cycle without affecting essential patient care or practice obligations.

Separate setup tasks from recurring work. Updating a service page once is different from maintaining a weekly outreach routine. If you hire help, specify the concrete deliverable rather than paying for an unspecified promise of visibility.

Step 7: What will you measure, and when will you review it?

Choose a baseline period, consistent outcome definitions, and a review schedule. Track inquiries, suitable inquiries, evaluations scheduled and attended, channel costs, and common access barriers.

What happens each week of a twelve-week therapy marketing schedule?

Use the remaining days in the ninety-day period to complete the review and plan the next cycle. If your team needs longer for a clinical or operational change, revise the schedule rather than publishing an unready service.

What might a small practice’s 90-day marketing budget include?

The following numbers are hypothetical planning inputs, not recommended market prices. Replace them with actual costs and the time value you use in your practice.

The example cash budget is $500. At an illustrative planning value of $35 per staff hour, twenty-four hours adds $840 in internal time cost. The combined planning cost is $1,340. Staff time may not be an additional cash expense, but including it helps compare channels fairly.

Do not automatically put the budget into ads. If your practice has unresolved inquiry follow-up, the first investment may be administrative capacity or clearer intake instructions.

How do you test whether a marketing channel brings suitable inquiries?

Write a hypothesis that connects an action to a measurable problem. For example: “A clearer preschool OT service page plus targeted pediatric-office outreach may increase suitable daytime inquiries.”

Record the dates and pages changed, outreach completed, spending, and staffing changes. Ask families how they found the practice, and allow multiple sources. A parent may read your website after receiving a professional referral.

Review operations weekly, but do not declare the channel successful after one inquiry or unsuccessful after a few quiet days. Use the planned period, your traffic level, and your capacity to decide when there is enough information for the next decision.

When the test ends, choose to continue, revise, or stop. A channel that creates unsuitable inquiries should be revised even if its traffic looks impressive.

What should a weekly practice-marketing review cover?

Use a short meeting or written review to answer five questions:

1. What inquiries arrived, and which fit our services and access requirements?
2. Did we meet the response standard we set?
3. Where did scheduling stall?
4. What useful outreach or content work was completed?
5. What is the single most important action for next week?

Keep the meeting operational. Do not move patient histories into shared marketing documents or use a growth meeting to make clinical care decisions.

How should solo, multidisciplinary, and mobile practices adapt the plan?

For a solo clinician, reduce the weekly work to a level that can continue during a busy clinical week. A single service-page improvement and a few relevant introductions can be a reasonable starting cycle.

For a multidisciplinary clinic, define separate service lines and availability. Do not report one total that hides speech waitlists alongside PT openings. Assign intake responsibility by service when the process requires it.

For a mobile or online service, make geography and service setting accurate. Confirm applicable requirements before adding locations or states to marketing claims. Do not create a storefront profile merely to make the plan’s local-search section easier.

What should you finish before choosing a marketing campaign?

Complete steps one through three before choosing a campaign. Then use the referral guide, directory profile guide, and intake script to produce the plan’s practical outputs.

If a directory is part of the test, review DrSensory listing options and include the actual cost in your worksheet.

Medical disclaimer. This page is for general educational purposes and does not constitute medical advice, diagnosis, or treatment. It is general guidance on running a therapy practice, not legal, compliance, billing or financial advice. Its numerical examples are hypothetical, not DrSensory data or industry benchmarks.