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

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How the building and use of a new facility can transform your mission and vision ... New opportunities for team building and learning (day to day) ... – PowerPoint PPT presentation

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


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
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5
BackgroundHow It All Got Started!
  • New Leadership 1999
  • Physical Plant Challenges
  • Separate facilities, missions, and cultures
  • Strategic Plan 2000

6
New Leadership
  • Hired in 1999 (outside)
  • Hired new CFO (inside) with other Senior
    Management changes
  • Tale of two systems
  • Numerous opportunities for organizational change

7
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

8
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

9
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

10
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?

11
Operational Inefficiencies ? Efficiencies
  • Standardize policies processes across programs
  • Eliminate duplication of tasks
  • Streamline use of technology
  • Reduce overhead costs

12
Operational/Clinical Silos ?Continuity of Care
  • Increase access to care within and across
    programs
  • One mission, one vision
  • Enhanced team work relationships

13
Financial/Funding Challenges ? Growth
Opportunities
  • Strategic positioning with declining
    reimbursements
  • Reduced overhead costs, infrastructure
  • Investments community outreach as focus of care

14
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

15
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

16
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

17
Ideal Environment for Care
  • Stigma busting at front door
  • Creating place for healing
  • Evidence based design
  • State of facility State of services?

18
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.)

19
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

20
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)

21
Recognizing Overcoming Barriers to Building Anew
  • Contracts with funders
  • 501(c) 3s undercapitalized
  • Beware of negativity
  • Bark vs. Forest

22
Overcoming Barriers to Building
  • Know thy contract language!
  • Statewide mission local mission?
  • Museums, schools, hospitals can , why not CMHCs.
  • Persist with It can be done mind set
  • Open Space thinking

23
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

24
Five Ws 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

25
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

26
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 2006 Resumed
    sale of two remaining properties November 2006
  • Completed sale of 2nd property September 2007
  • ? Move into new facility July 2007

27
Assembling/Acquiring Best Consolidation/Building
Team
  • Find expert in consolidation/new construction
  • Partner with senior leadership and board
  • Find lender thats right for you
  • Communication strategy for staff/stakeholders
  • Consolidation ? Relocation ? New Facility
  • Parallel projects

28
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?

29
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

30
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 TVs
  • On-site pharmacy
  • Conference training rooms

31
Our Finished Product The New Facility
  • Two group therapy rooms
  • Central administration area
  • Centralized health records (EHR in progress)
  • New furniture phone system

32
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

33
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

34
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)

35
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