build a better bottom line without new buildings
TRANSCRIPT
BUILD A BETTER BOTTOM LINE
WITHOUT NEW BUILDINGS
SESSION B09
SESSION B09
SESSION B09
In today’s competitive healthcare marketplace, with a high percentage of independent providers and savvy
consumers, the “Roadmap” offers a thoughtful, financially driven, efficient methodology that brings diverse
experts and stakeholders together in innovative ways to achieve consensus driven solutions. As a decision
making tool, the Roadmap provides information for goal definition, option analysis, consensus-based
decision making and ultimately, rapid implementation of priority projects.
LEARNING OBJECTIVES:
Understand the differences between the nimble Roadmap Approach and a complicated Facilities
Master Plan.
Identify how the Roadmap process can improve your ROI across service lines.
Use the Roadmap as a strategic planning tool to gain consensus and implement projects that
augment its strategic mission for each campus and eliminate haphazard planning and competition for
projects at the facility level.
Identify the System’s leaders who need to be involved in creating the Roadmap and the process to
get the job done quickly and with quantifiable results.
WHAT’S THE HEALTHCARE
LANDSCAPE TODAY?
NIMBLE & FOCUSED
CONSENSUS DRIVEN &
RESULTS ORIENTED
STRATEGIC & BRANDED
WHY THE ROADMAP?
A CASE
STUDY OF
SUCCESS
COVINGTON AS A BENCHMARKA CASE
STUDY OF
SUCCESS
SCHEDULE
120days of
implementation
24months
of construction
10projects
A NEW
SYSTEM
In 2010, St. Elizabeth Healthcare had just completed a major
acquisition of two hospital campuses from St. Luke’s
to create a robust five-hospital system dominating Northern KY.
PROBLEMS ACROSS THE SYSTEM
• Redundant services across the system
• Inconsistent Branding
• Underutilized Real Estate
• Competitive Threats
• Competing Capital Needs
SYSTEM
WIDE
MASTER PLAN VS. THE ROADMAPA NEW
DIRECTION
OLD WAYdocument driven
implementation driven
NEW WAY
THE PROCESS: FACILITATE & ENGAGETHINK
SYSTEM
WIDE
STEERING COMMITTEE
OF KEY DECISION MAKERS
STRATEGIC VISIONING
FOR EACH CAMPUS
SERVICE LINE
DIRECTION FOR EACH
CAMPUS
SET CAPITAL GOALS &
SCHEDULE
TEST THE STRATEGY
EXECUTE SYSTEM-
WIDE PROGRAM
1 2
3
4
5
6
THE STEERING COMMITTEETHE RIGHT
PEOPLE
WHAT’S GOOD FOR THE SYSTEM
Based on:
• Demographics
• Referral Patterns
• Location
• Consumer Preferences
VISIONING
A SYSTEM WIDE VISIONTHINK
SYSTEM
WIDE
A modern, accessible ambulatory care center.
COVINGTON
The tertiary hospital of Northern Kentucky and Greater Cincinnati.
EDGEWOOD
A strong community hospital focused on outpatient services.
FLORENCE
A strong community hospital focused on retaining patients in Northern
Kentucky.
FT. THOMAS
A critical access hospital of Northern Kentucky’s southern counties.
GRANT
BUSINESS CASE
STRATEGY DRIVENBUSINESS
CASE
LEGEND
CONSENSUS DRIVEN
Sharing Resources
BUSINESS
CASE
Matching $ with Strategy
10 TOTAL PROJECTS
CAMPUS SERVICE LINE VISION PROJECT COST
FLORENCE Outpatient Center Interior Renovation and Parking Lot $ 4.1 M
FLORENCE Orthopedic Focus Spine Center $ 1.4 M
FLORENCE Patient Flow/ Rebranding “Main Street” $ 1.5 M
FT. THOMAS Cancer Care Oncology Center $ 2.7 M
FT. THOMAS Women’s Wellness Women’s Care Center $ 2.5 M
FT. THOMAS Patient Flow/ Rebranding “Main Street” $ 2 M
FT. THOMAS Patient Flow/ Rebranding Endoscopy Center Upgrades $ 2.5 M
FT. THOMAS Patient Flow/ Rebranding ED Upgrade $ 2.3 M
EDGEWOOD Joint Replacement Joint Center $ 1 M
EDGEWOOD Heart & Vascular Center EP Lab $ 2.5 M
TOTAL $22.5 M
BUDGET DRIVENBUSINESS
CASE
A modern, accessible ambulatory care center.
Service Line Focus: Diagnostic Services, Emergency Services, Ambulatory Care and a
Regional Diabetes and Endocrine Care Center
Setting the foundation for all Roadmap Projects across system-wide
COVINGTON
The tertiary hospital of Northern Kentucky and Greater Cincinnati.
Service Line Focus: Centers of Excellence
Roadmap Projects: Joint Replacement Center, Heart & Vascular Institute
EDGEWOOD
A strong community hospital focused on outpatient services.
Service Line Focus: Expand, improve and co-locate outpatient services with easy access
and patient convenience.
Roadmap Projects: Spine Center, Dedicated Outpatient Services Entrance and dedicated
parking, “Main Street” renovation
FLORENCE
A strong community hospital focused on retaining patients in Northern Kentucky.
Service Line Focus: Oncology, Women’s Services and upgraded Ambulatory Services.
Roadmap Projects: Oncology Center, Women’s Center, Emergency Department Renovation
and “Main Street” rebranding imitative
FT. THOMAS
ROADMAP FOR ENVIRONMENTFT. THOMAS
• Out-of-date
• Not welcoming
• Inconsistent
AUDIT &
OBSERVE
CREATE BRAND
CHARTING THE PATH
1
22WOW FACTOR
3EXPERIENCE
CHARTING THE PATHIDENTITY 1
CHARTING THE PATHFIRST IMPRESSIONS 2
CHARTING THE PATHEMPATHY 3
CREATING THE VISION
Branding
Points
Hospitality Entry Elements Wayfinding
THE
EXECUTION
Reimagine the St. E brand to Promise, Deliver and Delight!
Provide excellence in the built environment
Provide parity of design between St. E campuses and buildings
Provide design framework while maintaining design freedom
WELCOME DISCOVER RESPITE RECOVER
Wayfinding Clarity…
I know where I am going
POINTS OF IMPACT Mapping the Patient and Visitor Experience
ARRIVAL • NAVIGATE • CHECK IN• WAITING • NOURISH • AMENITIES • HEAL
First Impressions…
I made the right choice
Gathering Zones…
I need a breather
Patient Centered…
Family Focused
GUIDING PRINCIPLES THE
EXECUTION
Human Interactions/Independence, Dignity, and Choice
Importance of Family, Friends and Social Support
Patient/Resident Education and Community Access to Information
Healing Environment: Architecture and Interior Design
Arts Program/Meaningful Activities and Entertainment
Spirituality and Diversity
Importance of Human Touch
Integrative Therapies/Paths to Well-Being
Healthy Communities/Enhancement of Life’s Journey
TOUCHPOINTS
MAPPING THE EXPERIENCE
• First Impressions
• Welcome & Reception
• Waiting Experience
• Wayfinding
I will be safe here
I am close to home
I will be honored
SET DESIGN VOCABULARY
MAINTAINING THE VISIONTHE
EXECUTION
Collaboration with Hospital, Developer, and Contractor
CONSISTENCYTHE
PROJECTS
STANDARDS PACKAGETHE
PROJECTS
WHAT DOES THIS ALL MEAN?ROADMAP
RESULTS
CONSENSUS BUILDINGROADMAP
RESULTS
• Establishing a Branding
Standard
• Meeting New Expectations
of Patients
• Invigorating Associate
Satisfaction
ESTABLISHING A BRANDROADMAP
RESULTS
Creating a New Identity
Repurposing Existing Facilities
Shifting Patient Perceptions
Creating a New Culture- Breaking the Stigma of Separation
REPURPOSING REAL ESTATEROADMAP
RESULTS
• Decisive Spend of $
• Creation of Centers of Excellence for Higher
Acuity Patients
• Creation of Ambulatory Strategy
• Purposefully Placed Services
BOTTOM LINE SUCCESSROADMAP
RESULTS
• Increasing Quality of Care
• Shift in Perception
• Increased Satisfaction =
Higher Reimbursement
• Reduced Expenses
INCREASED MARKET SHAREROADMAP
RESULTS
• Increased Accessibility & Visibility
• Increased Satisfaction=
Higher Reimbursement
• Decrease Outward Patient Migration
DRIVES CULTURE CHANGE
Implementation of Roadmap:
• Increased Staff
Engagement
• Increased Operational
Effectiveness
• Led to Positive Patient
Experience Impacts
ROADMAP
RESULTS
VALUE OF THE ROADMAPROADMAP
RESULTS
Roadmap Planning has been key to:
• Regaining Market Share
• Reduce Expenses
• Patient Perception Shift
• Increased Satisfaction=
Higher Reimbursement
SESSION B09
BUILD A BETTER BOTTOM LINE
WITHOUT NEW BUILDINGS
SESSION B09