Transcript 1-26-2015 PDHCD Board of Directors Presentation
Business Plan Presentation to Palm Drive Health Care District Board of Directors January 26, 2015
Agenda for Today’s Meeting • Overview/ Executive Summary of Business Plan Hino – Introduction of Sonoma West Medical Center Team • Details of the Business Plan Hino – Governance R. R.
Contributors To the Plan
• Jim Maresca • Sandra DeBella Bodley • Raymond Hino • Jim Gude, MD • Dan Smith • Glenn Minervini-Zick • Alan Bernstein, MD • Kathy Norris • Gail Thomas • Tom Boag • Kurt Hoffman • Beth Deutsch
Plan Overview/ Executive Summary
What’s 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
Introduction of SWMC Team
• • • • • • Raymond T. Hino, MPA, FACHE Glenn Minervini-Zick James Gude, MD To Be Determined David Yarbrough, RN, BS, MS, JD John Rinset Staff/Support Svcs Kathy Norris CEO Interim CFO CMO Chief of Staff Interim COO/CNO Interim Med Dir, Human
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
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)
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
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
Details of the Business Plan
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
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
Details of the Business Plan Services • General Acute Care Hospital Required License Services • Outpatient Institutes • No Wait Emergency Service • Intensive Care Unit • Hospitalist Service
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 Choic e 15
Outpatient Medical and Surgical Services • • • • • • Orthopedic Surgery Urology Minimally Invasive Spine Surgery Neurology Endocrinology Rheumatology 16
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
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
• 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 Hospitalist Service
– Array of Specialty Services Capable of Handling Complex Cases – Stroke Intervention – Research Support – High Acuity Medicine – ER Specialties New Telemedicine Programs 20
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
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)
Services to be Provided by SWMC to Institute Doctors • Practice Site • Non-professional staff • Practice Management • Billing and Collections Group Purchasing Discounts Specialty Institutes
SWMC Institutes • Bollinger Orthopedic and Sports Medicine Institute • Pereira Brain and Spine Institute • Bretan Urology Institute • Integrative Medicine Institute North Bay Endocrinology Specialty Institutes
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
Marketing
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)
www.sonomawesthealth.org
www.sonomawesthealth.org
Marketing New Health Plans
Start Up Capital Requirements Total Capital Required to Open Hospital Million* Sources of Capital Philanthropy ($5.0 Million Pledged, Committed) Million** Palm Drive Health Care District – Parcel Tax Revenue in Year 1 $9.0 $11.4