1 / 36

Want to Take Your Mission and Vision to New Heights? Build a New Facility

Want to Take Your Mission and Vision to New Heights? Build a New Facility. Vic Topo President/CEO Center for Life Management Derry, NH www.CenterForLifeManagement.org. Learning Objectives. Understand the importance of facilities in relationship to your mission & vision

Ava
Download Presentation

Want to Take Your Mission and Vision to New Heights? Build a New Facility

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Want to Take Your Mission and Vision to New Heights? Build a New Facility Vic Topo President/CEO Center for Life Management Derry, NH www.CenterForLifeManagement.org

  2. Learning Objectives • Understand the importance of facilities in relationship to your mission & vision • Identify and overcome barriers standing in your way • Recognize how a new facility can assist in implementing Strategic Plan goals

  3. Purpose for Being Here • How the building and use of a new facility can transform your mission and vision for years to come

  4. BackgroundHow It All Got Started! • New Leadership – 1999 • Physical Plant Challenges • Separate facilities, missions, and cultures • Strategic Plan 2000

  5. New Leadership • Hired in 1999 (outside) • Hired new CFO (inside) with other Senior Management changes • Tale of two systems • Numerous opportunities for organizational change

  6. Physical Plant Challenges • Ownership of 5 older facilities • Deterioration of facilities/costly structural improvements • Shift in use of facilities • Quality of work environment • Perception of clients

  7. Separate Facilities Missions and Cultures • 2 Residential/3 Outpatient facilities • Tale of two distinct populations • Relationship to town, for each location • Multiple cultures, each misunderstood

  8. Strategic Plan 2000 • Population changes • Recreated mission, vision, people and principles • Alignment of strategic goals • Consolidation emerged as Big Hairy Audacious Goal (BHAG) Jim Collins

  9. Why Consolidation As A Goal? • Operational/Inefficiencies → Efficiencies • Operations/Clinical Silos → Continuity of Care • Finances/Funding challenges → Growth Opportunities • Realignment of Assets → What has your equity done for you lately?

  10. Operational Inefficiencies → Efficiencies • Standardize policies & processes across programs • Eliminate duplication of tasks • Streamline use of technology • Reduce overhead costs

  11. Operational/Clinical Silos →Continuity of Care • Increase access to care within and across programs • One mission, one vision • Enhanced team work relationships

  12. Financial/Funding Challenges → Growth Opportunities • Strategic positioning with declining reimbursements • Reduced overhead costs, infrastructure • Investments community outreach as focus of care

  13. Realignment of Assets →What Has Your Equity Done For You Lately? • Assessment of long term debt and equity • Assets leverage access to bond financing • Smarter long term investment in new state of the art, energy efficient facility

  14. Why Consolidation In New Facility • HR and human capital • Quality of environment to deliver care • Location and primary care integration • Strategic position in community • Leverage use of technology

  15. HR and Human Capital • Quality of work environment correlated with productivity • New opportunities for team building and learning (day to day) • Continued education, training, E-learning

  16. Ideal Environment for Care • Stigma busting at front door • Creating place for healing • “Evidence based design” • State of facility = State of services?

  17. Location and Primary Care Integration • Program drives real estate decisions • Align strategic goal of integration with consolidation • Proximity to medical park (78,000 sq. ft.)

  18. Strategic Position In Community • Main thoroughfare business district • Name displayed on building/signage • Engenders brand recognition & loyalty • Derry/Londonderry Chamber of Commerce “Business of the Year”

  19. Leverage Use of Technology • New Telecommunications Tools • Alignment of strategic goal with new building • Use of mobile technology • Enhances development of Electronic Health Record (EHR)

  20. Recognizing & Overcoming Barriers to Building Anew • Contracts with funders • 501(c) 3’s undercapitalized • Beware of negativity • Bark vs. Forest

  21. Overcoming Barriers to Building • Know thy contract language! • Statewide mission = local mission? • Museums, schools, hospitals can , why not CMHC’s. • Persist with “It can be done” mind set • “Open Space” thinking

  22. Considerations Before Consolidation/Building • Access to care/transportation • Employees and stakeholders questions/ concerns • Variance in population growth across region, county • Current/projected rates of penetration • Minimize disruption in direct care/productivity

  23. Five W’s – Know Thy Vision • Why? – Mission today, vision tomorrow • What? – Community impact, stigma busting health status • Where? – Location matters • When? – Gauging organization readiness • Who? – Prevalence/Incidence data

  24. Transition Timeline – Old to New Facility • Purchase land (3.5 acres - $555,000) June 2005 • Released RFP to lenders/banks August 2005 ●Ocean National Bank chosen as lender October 2005 ● Memo to Staff announcing Relocation Plan October 2005 ●1st press release informing public/stake- holders re: relocations October 2005 ● Relocation planning underway inside CLM November 2005 ● Begin sale of properties November 2005 • Developed “lease back” strategy November 2005 • CLM assessed all processes and infrastructure November 2005 • Released RFP to 3 builders December 2005

  25. Transition Timeline – Old to New Facility-Continued- ● Completed sale of 1st property January 2006 ● Use of bond financing (NHHEFA) - 4 million January 2006 ● Selected Opechee Construction Company February 2006 ● JSA Architects/Interior Design hired July 2006 • Site Plan approved by Town July 2006 • Groundbreaking Ceremony September 2006Resumed sale of two remaining properties November 2006 • Completed sale of 2nd property September 2007 ●Move into new facility July 2007

  26. Assembling/Acquiring Best Consolidation/Building Team • Find expert in consolidation/new construction • Partner with senior leadership and board • Find lender that’s right for you • Communication strategy for staff/stakeholders • Consolidation → Relocation → New Facility: Parallel projects

  27. What Should Newly Built Facility Look Like?“Begin With End In Mind” • Beware of design build concept • Consistency of mission & vision • Core business now/future - “futurity decisions” • Familiarize with healthcare design trends • Type of work and treatment environment?

  28. Top Five Design Essentials • More than just aesthetics • Tranquil inviting atmosphere • “Comfort in nature” design concept • Natural light (nearly all treatment areas) • Fit with New England landscape

  29. Our Finished Product – The New Facility • 28,000 sq. ft. concrete poured, steel frame (2 story) • 42 treatment rooms • Triage/Crisis intervention area • Large tinted & reflective windows throughout facility • Three waiting areas with flat screen TV’s • On-site pharmacy • Conference & training rooms

  30. Our Finished Product – The New Facility • Two group therapy rooms • Central administration area • Centralized health records (EHR in progress) • New furniture & phone system

  31. From New Facility to New CLM • Diminished past weaknesses & failures • Gave us (we took it) opportunity to reassess everything • Public Relations – Business of the Year • Unleashed “People Power” to contribute more

  32. From New Facility to New CLM: Key Performance Indicators Before Move After Move (YTD) ●Admissions 2,793 3,432 (projected) ●Units of Service 301,554 331,416 (projected) ●Total Served 3,517 5,239 ●Turnover 16 8 ● Revenues 8.4 m 9.4 m

  33. Conclusions • What does your facility(s) say about you • Multi Year Project – Strive for progress not perfection • Open Space Goals & Fiscal realities can co-exist • New Facility = Win/Win → Internal customers (employees) & external customers (funders, stakeholders)

More Related