Title: Want to Take Your Mission and Vision to New Heights Build a New Facility
1Want 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
2Learning 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
3Purpose for Being Here
- How the building and use of a new facility can
transform your mission and vision for years to
come
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5BackgroundHow It All Got Started!
- New Leadership 1999
- Physical Plant Challenges
- Separate facilities, missions, and cultures
- Strategic Plan 2000
6New Leadership
- Hired in 1999 (outside)
- Hired new CFO (inside) with other Senior
Management changes - Tale of two systems
- Numerous opportunities for organizational change
7Physical 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
8Separate Facilities Missions and Cultures
- 2 Residential/3 Outpatient facilities
- Tale of two distinct populations
- Relationship to town, for each location
- Multiple cultures, each misunderstood
9Strategic Plan 2000
- Population changes
- Recreated mission, vision, people and principles
- Alignment of strategic goals
- Consolidation emerged as Big Hairy Audacious Goal
(BHAG) Jim Collins
10Why 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?
11Operational Inefficiencies ? Efficiencies
- Standardize policies processes across programs
- Eliminate duplication of tasks
- Streamline use of technology
- Reduce overhead costs
12Operational/Clinical Silos ?Continuity of Care
- Increase access to care within and across
programs - One mission, one vision
- Enhanced team work relationships
13Financial/Funding Challenges ? Growth
Opportunities
- Strategic positioning with declining
reimbursements - Reduced overhead costs, infrastructure
- Investments community outreach as focus of care
14Realignment 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
15Why 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
16HR 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
-
17Ideal Environment for Care
- Stigma busting at front door
- Creating place for healing
- Evidence based design
- State of facility State of services?
18Location and Primary Care Integration
- Program drives real estate decisions
- Align strategic goal of integration with
consolidation - Proximity to medical park (78,000 sq. ft.)
19Strategic 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
20Leverage Use of Technology
- New Telecommunications Tools
- Alignment of strategic goal with new building
- Use of mobile technology
- Enhances development of Electronic Health Record
(EHR)
21Recognizing Overcoming Barriers to Building Anew
- Contracts with funders
- 501(c) 3s undercapitalized
- Beware of negativity
- Bark vs. Forest
22Overcoming 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
23Considerations 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
24Five 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
25Transition 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
26Transition 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
27Assembling/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
28What 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?
29Top 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
30Our 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
31Our Finished Product The New Facility
- Two group therapy rooms
- Central administration area
- Centralized health records (EHR in progress)
- New furniture phone system
32From 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
33From 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
34Conclusions
- 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)
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