Business Plan Presentation to Palm Drive Health Care District Board of Directors January 26, 2015 - PowerPoint PPT Presentation

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Business Plan Presentation to Palm Drive Health Care District Board of Directors January 26, 2015

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Title: Business Plan Presentation to Palm Drive Health Care District Board of Directors January 26, 2015


1
Business PlanPresentation to Palm Drive Health
Care DistrictBoard of DirectorsJanuary 26, 2015
2
Agenda for Todays Meeting
  • Overview/ Executive Summary of Business Plan R.
    Hino
  • Introduction of Sonoma West Medical Center Team
  • Details of the Business Plan R. Hino
  • Governance
  • Services
  • Specialty Institutes
  • Financial Strategy
  • Marketing
  • Start Up Capital
  • Financial Projections G.
    Minervini-Zick/D. Yarbrough
  • Questions

3
Contributors To the Plan
  • Jim Maresca
  • Sandra DeBella Bodley
  • Raymond Hino
  • Jim Gude, MD
  • Dan Smith
  • Glenn Minervini-Zick
  • David Yarbrough
  • John Rinset
  • Alan Bernstein, MD
  • Kathy Norris
  • Gail Thomas
  • Tom Boag
  • Kurt Hoffman
  • Beth Deutsch
  • Terry Newmyer
  • Gerald Sullivan

4
Plan Overview/ Executive Summary
5
Whats Going to Be Different About Sonoma West
Medical Center
  • New Outpatient Service Lines for Urology,
    Endocrinology, Rheumatology, and Integrative
    Medicine
  • No Wait Emergency Department
  • Cloud based Electronic Medical Record System
  • Marketing Plan
  • Patient Education Center

6
Introduction of SWMC Team
  • Raymond T. Hino, MPA, FACHE CEO
  • Glenn Minervini-Zick Interim CFO
  • James Gude, MD CMO
  • To Be Determined Chief of Staff
  • David Yarbrough, RN, BS, MS, JD Interim COO/CNO
  • John Rinset Interim Med Staff/Support
    Svcs
  • Kathy Norris Dir, Human Resources
  • Jerry Sullivan Project Manager
  • Bruce Espinoza Information Technology
  • Tom Boag Interim Facilities Support

7
Plan Overview/Executive Summary
  • Obligations of Sonoma West Medical Center
  • Re-Open Palm Drive Hospital under new name of
    Sonoma West Medical Center
  • Comply with Federal, State and Accreditation
    Requirements for General Acute Care Hospital
  • Comply with Federal, State and Accreditation
    Requirements for Additional Services to include
    Emergency Department, Specialty Medical
    Surgical Institutes

8
Plan Overview/Executive Summary
  • Obligations of Sonoma West Medical Center
  • Staff Sonoma West Medical Center, according to
    State and Federal requirements with a competitive
    wage and benefits structure
  • Bill, collect and retain all patient accounts
    receivable, Federal, State revenues (e.g.
    Intergovernmental Transfers, AB 915 Supplemental
    Funds, HITECH)
  • Implement an Electronic Medical Record System

9
Plan Overview/Executive Summary
  • Obligations of Palm Drive Health Care District
  • Cooperate with SWMC to bring Palm Drive Hospital
    up to SB 1953 (Hospital Seismic Safety Law)
    Compliance for NPC2 requirements
  • Maintain Hospital License
  • Approve Physician Appointments and
    Reappointments, following a thorough vetting of
    physician applications by SWMC
  • Contribute a Minimum of 1.5 Million per year
    beginning in Year 2 for Operations
  • Cooperate with SWMC to transition from Management
    Agreement to Lease Agreement in the future

10
Plan Overview/Executive Summary
  • SWMC PDHCD Agree to
  • Enter into a Management Agreement between Sonoma
    West Medical Center, Inc Palm Drive Health Care
    District (5 year term Two additional 5 year
    terms)
  • Work together on a Chapter 9 Bankruptcy Exit Plan

11
Details of the Business Plan
12
Details of the Business Plan
  • Governance
  • SWMC Directors are selected for business and/or
    health care knowledge, community involvement,
    governance skills and related experience.
  • Initial SWMC Board Officers for Year 1 are as
    follows
  • Dan Smith, Chair
  • Raymond Hino, President CEO
  • Paul Caracciolo, Secretary
  • Mary Ely, CPA, Treasurer

13
Details of the Business Plan
  • Governance
  • PDHCD Invited to Add Up to 2 District Board
    Directors, if desired and approved by District
    Counsel
  • SWMC Board to Meet Monthly in Open Session
    Meetings
  • SWMC Board to Appoint Initial SWMC Finance
    Committee
  • Mary Ely, Treasurer/ Finance Committee Chair
  • John Balletto
  • Andy Pforsich
  • Paul Caracciolo

14
Details of the Business Plan
  • Services
  • General Acute Care Hospital Required License
    Services
  • Outpatient Institutes
  • No Wait Emergency Service
  • Intensive Care Unit
  • Hospitalist Service
  • Telemedicine
  • Patient Education Center

15
Upgraded Inpatient Services
  • Specialists on Site and Through Telemedicine
  • Accredited Continuing Medical Education
  • Inviting Private Rooms for All Patients
  • Organic Food on Menu
  • Integrative Medicine
  • Room for Relatives
  • The Hospital of Choice

15
16
Outpatient Medical and Surgical Services
  • Orthopedic Surgery
  • Urology
  • Minimally Invasive Spine Surgery
  • Neurology
  • Endocrinology
  • Rheumatology

16
17
No Wait Emergency Room
  • The No Wait ER is 1 example of the emphasis that
    SWMC intends to implement to improve medical
    services and increase patient satisfaction.
  • A June 30, 2014 Impact Assessment by Coastal
    Valleys EMS agency concluded that 20-22 patients
    per day will travel to Santa Rosa.
  • CVEMS supports efforts to re-establish a licensed
    ED and hospital services.
  • Both Memorial and Sutter are seeing volume above
    their licensed capacity.

18
Intensive Care Unit
  • 5 bed Unit
  • Staffed According to Title 22 Regulations
  • The ICU Medical Director is Dr. Jim Gude, a Board
    Certified Intensivist
  • Covered by On sight Day Hospitalist Coverage and
    Telemedicine Coverage at Night
  • The ICU is critically important to support
    Inpatient Surgery

19
Hospitalist Service
  • Led by Shelleen Denno, MD, an experienced and
    well known internist and hospitalist in Santa
    Rosa
  • Hospitalists enhance the performance of hospitals
    by providing prompt and complete attention to all
    patient care needs
  • Enhance care by employing quality and process
    improvement techniques

20
New Telemedicine Programs
  • Array of Specialty Services Capable of Handling
    Complex Cases
  • Stroke Intervention
  • Research Support
  • High Acuity Medicine
  • ER Specialties

20
21
Patient Education Center
  • Single Point of Contact with Patients for phone
    communication, e-mails and visits
  • Critical for Coverage Verification
  • Interfaces with Case Managers
  • Important Physician Liaison Service
  • Critical for New Patient Acquisition
  • Also important for Customer Relations and Patient
    Retention

22
Specialty Institutes
  • The term Institute is a popular label that
    Hospitals and Doctors currently use to describe
    an integrated medical delivery system (doctors
    and hospitals working together).
  • SWMC is using the label to describe new
    outpatient and inpatient Service Lines (Urology,
    Neurology, Endocrinology, Rheumatology)
  • Legal forms of an integrated system include
    coverage agreements, co-management, medical
    service organizations (MSOs), 1206(d) clinics, or
    physician recruitment agreements.
  • Doctors pay fair market value for services
    received from SWMC Medical Service Organization
    (typically based upon a of collections).

23
Specialty Institutes
  • Services to be Provided by SWMC to Institute
    Doctors
  • Practice Site
  • Non-professional staff
  • Practice Management
  • Billing and Collections
  • Group Purchasing Discounts
  • Managed Care Contract Negotiations

24
Specialty Institutes
  • SWMC Institutes
  • Bollinger Orthopedic and Sports Medicine
    Institute
  • Pereira Brain and Spine Institute
  • Bretan Urology Institute
  • Integrative Medicine Institute
  • North Bay Endocrinology Institute
  • North Bay Rheumatology Institute
  • North Bay Rheumatology Institute
  • North Bay Wound Care Institute

25
Financial Strategy
  • Recruit Specialists in Clinical Care Specialties
    where demand exceeds supply (Neurology,
    Endocrinology, Rheumatology, Integrative
    Medicine)
  • Manage Cost Structure (FTE management, supply
    expenses, outsource when services can be provided
    more efficiently by outside resources)
  • Revenue Cycle Management (Increase collections
    from Palm Drive Historical performance)
  • Market SWMC Clinical Services Aggressively

26
Marketing
27
Marketing
  • The goal of Sonoma West Medical Center is to
    maximize revenue through the following Four
    Strategy Initiatives, using data driven metrics
    and constantly evaluating effects on
    profitability
  • Branding Identification
  • Acquisition of New Patients
  • Retention of Former Palm Drive Hospital Patients
  • Physician Alignment (through Institutes)

28
(No Transcript)
29
www.sonomawesthealth.org
30
www.sonomawesthealth.org
31
Marketing New Health Plans
32
Start Up Capital Requirements
  • Total Capital Required to Open Hospital 11.4
    Million
  • Sources of Capital
  • Philanthropy (5.0 Million Pledged,
    Committed) 9.0 Million
  • Palm Drive Health Care District
  • Parcel Tax Revenue in Year 1 2.0 Million
  • Transfer from Bond Reserve Fund 2.0
    Million
  • Lending 2.4 Million
  • Includes 2.0 Cash Reserve Fund
  • Includes Capital Campaign Goal of 5.0
    Required for Start Up 4.0 for Capital

33
Financial ProjectionsGlenn Minervini-Zick,
Interim CFODavid Yarbrough, RN, BS, MS, JD,
Interim COO/CNO
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