BOARD OF DIRECTORS. PLANNING Committee of the Whole MEETING

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BOARD OF DIRECTORS

PLANNING

Committee of the Whole

MEETING

June 10, 2010, 2:00pm

Lee Memorial Hospital Boardroom

2776 Cleveland Ave, Ft. Myers, FL 33901

ELECTRONIC BOARD PACKET

ALL MEETINGS ARE OPEN TO THE PUBLIC AND THE PUBLIC IS INVITED TO ATTEND Any Public Input pertaining to an agenda item is limited to three minutes and a

“Request to Address the Board of Directors” card must be completed and submitted to the Board Assistant prior to the meeting.

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P.O. BOX 2218

LEE MEMORIAL HEALTH SYSTEM BOARD OF DIRECTORS

FORT MYERS, FLORIDA 33902

PLANNING

239-332-1111

COMMITTEE OF THE WHOLE MEETING

Thursday, June 10, 2010

CAPE CORAL HOSPITAL

2:00 p.m.

GULF COAST MEDICAL CENTER

Lee Memorial Hospital Boardroom

HEALTHPARK MEDICAL CENTER

LEE MEMORIAL HOSPITAL

TENTATIVE AGENDA

THE CHILDREN’S HOSPITAL

1. CALL TO ORDER (Nancy McGovern, RN MSN, Planning Vice-Chairman)

THE REHABILITATION HOSPITAL

The meeting of the Planning Committee of the Whole of the Lee Memorial Health System Board of Directors will be called to order. Matters concerning the business of Lee Memorial Health System consisting of Gulf Coast Medical Center & Lee Memorial Hospital/HealthPark Medical Center and its

subsidiaries (HealthPark Care Center, Inc., Lee Memorial Home Health, Inc., Cape Memorial Hospital, Inc. doing business as Cape Coral Hospital, and Lee Memorial Medical Management, Inc.) may be reported, discussed and

recommended by the Committee of the Whole, then referred to the Full Board of Directors for final action.

LEE PHYSICIAN GROUP

LEE CONVENIENT CARE

BOARD OF DIRECTORS

DISTRICT ONE Stephen R. Brown, M.D.

2. PUBLIC INPUT: Any public input pertaining to items on the Agenda is limited to three minutes and a “Request to Address the Board of Directors” card must be completed and submitted to the Board Administrator prior to meeting.

Marilyn Stout

DISTRICT TWO Richard B. Akin

Nancy M. McGovern, RN, MSM 3. Consent Agenda (Approval) DISTRICT THREE

A. Planning Committee of the Whole Meeting Minutes of May 13, 2010 B. LMHS Strategic Scorecard April 2010 FYTD

Lois C. Barrett, MBA Linda L. Brown, MSN, ARNP

4. Medical Staff Perception Study (deferred from May 13, 2010) (Acceptance)

DISTRICT FOUR

Frank T. La Rosa (Kevin Newingham, Vice President/Strategic Services – 20 min) Dawson C. McDaniel

5. LMHS 2010 – 2011 Marketing Plan (Approval) DISTRICT FIVE

(Kevin Newingham, Vice President/Strategic Services

James Green

& Bill Oberman, System Director Marketing – 30 min)

V:\PRESENTATIONS\2010\Planning\061010 2pm\061010 Planning Tentative Agenda.doc

Jason Moon

6. Other Items

7. Date of the next REGULAR Planning Committee of the Whole:

Thursday, August 12, 2010 - 1:00pm (Subject to Change)

Lee Memorial Hospital Boardroom, 2776 Cleveland Avenue, Ft. Myers, FL 33901

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PUBLIC INPUT –

AGENDA ITEMS:

Any public input

pertaining to items on the

Agenda is limited to three

minutes and a

“Request to Address the Board of Directors”

card must be completed and

submitted to the Board Assistant

prior to meeting.

Refer to Board Policy: 10:15E: Public Addressing the Board

Non-Agenda Item:

Individuals wishing to address the Board on an item NOT on the Agenda, the Board office must be notified of subject matter at least seven (7) days prior to the meeting to allow staff time to prepare and to insure the matter is within the jurisdiction of the Board.

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MEMBERS PRESENT: Nancy McGovern, RN, MSN, Planning Vice Chairman; Richard Akin, Board Chairman; Marilyn Stout, Board Vice Chairman; Dawson McDaniel, Board Treasurer; Steve Brown, M.D., Director; Lois Barrett, MBA, Director; Jason Moon, Director; Wayne Daltry, Community Representative/Planning Committee; Jack Eikenberg, Community Representative/Planning Committee; Fred Pollier, Community Representative/Planning Committee; Marliese Mooney, Physician Leadership Council Consultant/Planning Committee of the Whole

MEMBERS ABSENT; Linda Brown, MSN, ARNP, Chairman/Planning Committee of the Whole/Board Secretary; Frank La Rosa, Director; James Green, Director

OTHERS PRESENT: Cathy Stephens, Board Administrator; John Wiest, Chief Operating Officer Business & Strategic Services; Larry Antonucci, M.D., Chief Operating Officer, Hospital & Physician Services; Jon Cecil, Chief Human Resources Officer; Mary McGillicuddy, Chief Legal Officer; Chuck Krivenko, M.D., Chief Medical Officer/Clinical and Quality Services; Donna Giannuzzi, RN, Chief Patient Care Officer; Doug Luckett, Chief Administrative Officer GCMC/CCH; Kevin Newingham, Vice President Strategic Services; Dave Kistel, VP Facilities Management/Support Services; Kathy Bridge Liles, VP Women’s and Children’s Services; Marilyn Kole, M.D., System Medical Director Clinical Services; John Iacuone, M.D., Executive Director/The Children’s Hospital; Jim Whitacre, Interim Director of Planning and Strategy; Karen Krieger, System Director of Public Affairs; Sally Jackson, System Director Community Projects; Regina Eberwein, Senior Planning Analyst; David Berger, M.D., Community Representative/Quality & Education Committee of the Whole ; Carl Beers, HKS Executive, Guest; Gary Eidson, Guest; Tyler Dupuy, Guest; Chris Hansen, Guest; Arthur Rubens, PhD., Guest; Don Brown, Guest; Frank Gluck, News Press/Reporter; Lisa Ayotte, Executive Secretary/Board of Directors

NOTE: Documents referred to in these minutes are on file by reference to this meeting date in the Office of the Board of Directors and on the Board of Directors website at www.lememorial.org/boardofdirectors, for public inspection.

SUBJECT DISCUSSION ACTION FOLLOW-UP

MEETING CALLED TO ORDER

The Planning Committee of the Whole meeting was CALLED TO ORDER at 1:04 p.m. by Nancy McGovern, RN MSN, Vice Chairman,

Planning Committee of the Whole.

The Board sits as the Lee Memorial Health System Board of Directors of Gulf Coast Medical Center, Lee Memorial Hospital, HealthPark Medical Center and the Board of Directors of its subsidiary corporations: Cape Memorial

Hospital, Inc. doing business as Cape Coral Hospital; Lee Memorial Medical Management, Inc.; Lee Memorial Home Health, Inc.;

and HealthPark Care Center, Inc.

PUBLIC INPUT None at this time.

CONSENT AGENDA Nancy McGovern asked for approval of the Consent Agenda consisting of: A. Planning Committee of the Whole Meeting Minutes of April 8, 2010 B. LMHS Strategic Scorecard March 2010 FYTD (Exhibit 1).

A motion was made by Marilyn Stout to approve Consent Agenda consisting of:

A. Planning Committee of the Whole Meeting Minutes of April 8, 2010

B. LMHS Strategic Scorecard March 2010 FYTD (Exhibit 1) The motion was seconded by Dawson McDaniel and it carried with no opposition.

ECONOMIC IMPACT STUDY

Sally Jackson introduced Dr. Arthur Rubens from Florida Gulf Coast University who presented a Lee Memorial Health System economic impact study of employment and income (Exhibit 2). His report focused on the value LMHS adds to the community.

(Jason Moon arrived at 1:10pm.) (Lois Barrett arrived at 1:38pm.)

COMMUNITY BENEFIT REPORT

FY2009

Sally Jackson presented the Community Benefit Report FY2009 (Exhibit 3). She stated that a needs assessment is now required every three years for hospitals because of health reform. Her highlights included: the dollars given back to the community in 2009 through outreach programs, charity, unpaid Medicare and other government programs; community health improvement services; amount of people helped in each area; health professionals education; subsidized health services and research. Over five-hundred ninety thousand people have been served through

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CHILDREN’S HOSPITAL TOWER

PROJECT

Dave Kistel introduced Carl Beers with HKS Architects who presented an update on the Children’s Hospital Tower Project (Exhibit 4). He reviewed: the project plan outline and what has been accomplished so far; listening workshop outcomes and the departments that participated; areas that have improvement opportunities; department space challenges and the next steps. Concerns were raised relating to the cost of the project. Discussion ensued.

Data will be brought back to the Board in August. MEDICAL STAFF PERCEPTION STUDY

Due to time restraints, this item was deferred to June Planning Committee of the Whole Meeting.

Item deferred to June Planning Committee

OTHER ITEMS There were no other items at this time. NEXT REGULAR

MEETING

The next REGULAR Planning Committee of the Whole meeting is June 10, 2010, 2:00pm in the Lee Memorial Hospital Boardroom,

2776 Cleveland Avenue, Fort Myers, FL

ADJOURNMENT The Planning Committee of the Whole

meeting was ADJOURNED at 2:17pm by Nancy McGovern, RN, MSN, Vice Chairman, Planning Committee of the Whole.

Minutes were recorded by Lisa Ayotte, Executive Secretary/Board of Directors Office

__________________________________________________ Linda Brown, MSN, ARNP

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FHA

Vacancy Rate Apr-10 4.50% 2.85% 4.50% 3.31% 3.15% FHA

Total Turnover Apr-10 15.80% 8.8% 12.0% 9.0%

Year 1 Turnover Rate Apr-10 11.1% 15.0% 13.3% FHA Establishing

RN Turnover Rate Apr-10 13.9% Baseline 12.6% QUALITY

VHA-SE

Mortality Rate - Acute Apr-10 1.87% 1.61% 1.87% 1.47% 1.31% Medication Errors (Level II

per 10,000 Qtr 2 1.90 3.00 3.18 3.24

ALOS - Acute Apr-10 4.52 4.60 4.46 4.45

Surgical Infection Rate - Acute Qtr 2 1.33% 1.50% 1.33% 1.14% SERVICE

Patient Satisfaction - Mean Score Qtr 2 85.8 89.1 87.2 86.0

HCAHPS Press Ganey

Likelihood to Recommend-% Top Bo Qtr 2 69.3% 65.3% 71.0% 68.1% 66.0% COMMUNITY

Establishing

Public Image Baseline

Establishing

Medical Staff Satisfaction Baseline

FY $70,453

FYTD $41,892 $40,907

Uncompensated Care & Charity (in ,000s) Apr-10 $68,891 CM $5,925 $6,107 FY 5,831

FYTD 3,615 4,725

Philanthropy - Total Number of Gifts Qtr 2 6,297 CQ 2,449 2,409

FINANCE FY 2.8%

Moody's FYTD 3.3% 3.7%

Operating Margin Apr-10 2.2% 3.5% CM 3.0% 4.6% Moody's

Cash/Debt Ratio Apr-10 113.9 65.1% 76.4% 66.1% Bond Rating

Moody's / S&P Apr-10 A3 / A A2 / A A3 / A Hospital AR

Days in Accounts Receivable Apr-10 61.7 52.9 54.3 50.3 FY 51.5%

FYTD 51.1% 50.3%

Wages % of Net Revenue Apr-10 50.5% CM 51.1% 48.8% FY $6,697

Net Revenue pe FYTD $6,727 $6,579

CMI Adjusted Admission Apr-10 $6,712 CM $6,883 $6,817 FY $6,626

Cost per FYTD $6,507 $6,338

CMI Adjusted Admission Apr-10 $6,475 CM $6,680 $6,505

= at or better than Threshold

= below Threshold - no immediate concern

= below Threshold - immediate concern Prepared by Planning and Strategy









































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Lee Memorial Health System

Report of Findings – December 15, 2009

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About PRC

Professional Research Consultants, Inc. (PRC)

Founded in 1980

100% Dedicated to the Healthcare Industry

Specialize in Customized Marketing Research

Medical Staff, Patient, and Employee Surveys

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Survey Methodology

Survey of 569 Medical Staff Members from a List of 967 Eligible

Physicians

Participation Rate: 58.8%

Interviews Completed at Each Physician’s Convenience

68-Variable Survey

Surveys Completed Between September 24 and December 7, 2009

Maximum Margin of Error Associated with a Random Sample

of 569 Medical Staff Members and the Total Eligible

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Theory of Excellence

Focus on Receiving Excellent “Top Box” Ratings

Rating of “Excellent” = 80% probability of loyalty

Rating of “Very Good” = 20% probability of loyalty

90% of responses will be “Excellent,” “Very Good,” or “Good.”

Focus should be placed on moving the “Good” and “Very Good” responses to

“Excellent” rather than focusing on moving the “Poor” responses to “Fair.”

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Survey Overview

Two Overall Perception Questions

-

As a Place to Practice Medicine

-

Overall Quality of Care

-

Nursing Care

-

Medical Records

-

Surgical Services

-

Anesthesia Services

-

Laboratory Services

-

Pathology Services

-

Radiology Services

-

Emergency Services

-

Hospitalist Services

-

Administration

-

Patient Safety

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As a Place to Practice

Medicine

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Physicians' Perceptions of Lee Memorial Health System

As a Place to Practice Medicine

Excellent Very Good Good Fair Poor 2009 % Excellent 2009 “Exc” Percentile

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Physicians' Perceptions of Lee Memorial Health System

As a Place to Practice Medicine

Percent Response Comparison

Frequency ‐      

As a Place to Practice Medicine

PRC 

Database

LMHS

Excellent

35.20%

34.20%

Very Good

41.20%

39.90%

Good

16.60%

19.10%

Fair

5.30%

5.60%

Poor

1.70%

1.30%

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Which Aspect Most Influences Physicians’ Perceptions of the System

As a Place to Practice Medicine

Administration

Nursing Care

Surgical

Services

Encouragement of

Input in Operational

Decisions

Care & Treatment

of Patients

Administration of

Pre-Op Orders

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Physicians' Perceptions of Quality of Care

Excellent Very Good Good Fair Poor 2009 % Excellent 2009 “Exc” Percentile

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Physicians' Perceptions of Lee Memorial Health System

Quality of Care

Percent Response Comparison

Frequency ‐      

Overall Quality of Care

PRC 

Database

LMHS

Excellent

35.20%

33.10%

Very Good

45.90%

42.20%

Good

14.70%

20.60%

Fair

3.30%

3.60%

Poor

0.90%

0.50%

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Which Aspect Most Influences Physicians’ Perceptions of the

Quality of Care

Nursing Care

Patient Safety

Administration

Care & Treatment

of Patients

Initiatives to

Improve Patient

Care Relative to

Safety

Encouragement of

Input in Operational

Decisions

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(''Excellent'' Percentile Rankings)

Medical Records Emergency Services Radiology Services Nursing Care Pathology Services Laboratory Services Anesthesia Services Surgical Services Administration Hospitalist Services Patient Safety

Survey Modules

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Nursing Care

Administration

Care & Treatment

of Patients

Initiatives to

Improve Patient

Care Relative to

Safety

Encouragement of

Input in Operational

Decisions

Next Steps

• Send letter thanking physicians for their

participation

• Highlights of survey in medical staff newsletter

• Hospital CAOs to present results to Medical

Executive Committee

• Hospital CAOs to review findings with management

team

• Dr. Krivenko to present results to the Physician

Leadership Council

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(Action includes Acceptance, Approval, Adoption, etc)

DATE: June 10, 2010 LEGAL SERVICE REVIEW? YES__ NO_X_ SUBJECT: Lee Memorial Health System Marketing Plan

REQUESTOR & TITLE: Kevin Newingham, VP Strategic Services PREVIOUS BOARD ACTION ON THIS ITEM (IF ANY)

(justification and/or background for recommendations – internal groups which support the recommendation i.e. SLC, Operating Councils, PMTs, etc.)

There was no previous Board action on this item. The Marketing Plan was approved by the System Planning Group and reviewed by numerous leaders throughout the organization.

SPECIFIC PROPOSED MOTION: Approval of proposed Marketing Plan

PROS TO RECOMMENDATION:

Provides a clear direction for raising awareness of Lee Memorial Health System key services. Opportunities exist to increase market share.

CONS TO RECOMMENDATION:

None

LIST AND EXPLAIN ALTERNATIVES CONSIDERED

Maintaining the current focus on promoting the system is an option; however it does not address the challenges indentified in the consumer research.

FINANCIAL IMPLICATIONS Budgeted ____ Non-Budgeted __X__

(including cash flow statement, projected cash flow, balance sheet and income statement)

The Marketing Plan has funding implications that will be incorporated into future budget requests.

OPERATIONAL IMPLICATIONS (including FTEs, facility needs, etc.)

None

SUMMARY:

The consumer research indicates that Lee Memorial Health System has a very strong overall reputation. The research indicates that opportunities exist to raise awareness of Lee Memorial Health System key service lines. The proposed marketing plan seeks to build Lee Memorial Health System key services on the foundation of the brand. The initial focus is to shift market share and grow revenue. Our model will be collaborative and we will seek to utilize a wide variety of

marketing tactics. We seek Board approval of the proposed marketing plan.

BOD/Forms/Board (Action) Reporting Form – updated 9/2/09 cs

Keep form to one page, SUBMIT (thru SLC Member)ELECTRONICALLY to

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Marketing and communications initiatives will continue to foster and support the System Goals of the Lee Memorial Health System strategic plan and the main service line focus areas.

System Goals

People – Inform, Engage & Motivate

• Educate employees and volunteers about all services available to their patient customers. This universe (approximately 15,000 individuals) should be seen both as potential referrers in their job functions, as advocates within the community and as users of these services.

• Support system departments through regular communication outlets on patient outcomes, quality of care, continuum of care and status of new

programs/initiatives

• Develop an internal forum for the SafeLee initiative where stories can be shared, progress reports are archived and information is easily communicated

Community – Communicate & Promote Relevance

• Create better awareness and caliber of services to patient customers, physicians, employees and volunteers.

• Leverage strong reputation ranking by market area physicians to influence consumer perception for referrals and through the continued use of health information available in all Lee Memorial Health System facilities

• Consider involvement/sponsorship of like-minded community organizations to further establish our leadership position and perception.

o Media: Existing exposure on Health Matters TV segments, exploring digital billboard Health Tip of the Day, initiated an ongoing editorial opportunity for Jim Nathan in Florida Weekly and/or other media outlets

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information

o Topical/timely information in marketing communication messaging o Use internet/intranet to deliver/receive real-time input

o Consider developing loyalty program that would include online resources o Consistency in messaging across all departments by developing a

marketing editorial calendar

Quality – Promote & Educate

• Generate awareness, exposure and elevate our reputation as “BEST” based on quality and safety

• Inform internal and external target audiences including the press of our progress through strategic channels

o 3rd party rankings: HealthGrades or other o Awards

o SafeLee Progress Report o Press releases/Social media

o Internal communications: blog/newsletter/other

o Jim’s Teaming Update, Healthcare News & Notes, etc.

Finance – Grow Volumes & Increase Market Share

• Directly contribute to operating income

o Generate demand through patient customers, referring physicians and employee/volunteers

o Increase market share in service lines

o Reduce/Stop outmigration to competitors locally, regionally and outside of SW Florida

o Accountability to operating plan budget, produce measurable ROI

Marketing Department Objectives

• Build marketing department staff and infrastructure to reduce outsource costs, support ongoing executional needs and maximize long-term effectiveness and consistency in strategy implementation and execution.

• Build a “system customer” focused culture between the marketing department and Lee Memorial Health System business leaders to support their marketing and communication needs. We will also solicit their input into the formulation of strategies and messaging. This will include identifying a marketing counselor to be the go-to person for each business entity.

o Marketing counselor responsibilities will include other key functions within the marketing department. This allows for greater exposure of staff

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• Support of and help to coordinate the development of a cross-trained sales staff for direct contact with employed and independent physicians. This staff will help to build relationships and business along all service lines. The existing sales personnel in place now (2 dedicated sales people, one part-time and one open position) could potentially be used to form the foundation of this staff. The sales group would be a faction of the strategic services group and closely aligned with marketing communications.

• Develop, design and maintain content for all Lee Memorial Health System and related business entity websites. Collaborate with IS department on web infrastructure and strategy development.

• Integrate existing/emerging communication technologies into marketing communication efforts to target audiences as deemed appropriate to support strategic marketing initiatives

Strategic Focus: Key Clinical Service Lines

These services are identified in the Lee Memorial Health System Strategic Plan under Key Business Lines.

• The Children’s Hospital of Southwest Florida • Orthopedics

• Cardiac • Neurosciences

• The Regional Cancer Center • Outpatient Centers

The marketing department and their “system customers” will collaboratively set goals and derive tactics and plans for promoting key clinical service lines in conjunction with the system brand to their respective target audience(s). The key clinical service lines must feed the public image of Lee Memorial Health System. The key clinical service lines provide for opportunities in the following strategic areas:

• Finance: Improve payer mix by increased awareness of profitable service lines • Physician Relations: Improve communications, leverage strong reputation scores

and develop face-to-face relationships

• Organizational Clarity: Continue to develop a single voice for the entire system • Operational Effectiveness: Proactive media relations

• Facility Planning: Develop brand goals/direction with future growth

• Service Lines: Achieve gains in targeted marketing campaigns for key clinical service lines

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• Association and integration benefit with Lee Memorial Health System (Continuum of Care, EMR, etc.)

• Quality and superior outcomes in comparison to local, regional or national competitors or as a comparison to national averages

• Retain existing patient customers and physicians through increased satisfaction • Reduce outmigration and stem the flow of further loss of market share in south

Lee County

• Leverage the aforementioned physician relations program to generate advocacy and business development

Marketing initiatives for each of these services will be developed individually but with a common theme to create top-of-mind awareness of the service with the Lee Memorial Health System brand utilized as the underlying connection between services.

Although key clinical service lines are the focus of this document, there will be additional marketing initiatives employed to support various business entities within the Lee

Memorial Health System. These secondary initiatives will have a “family look” that will connect them to each other and to the Lee Memorial Health System brand.

In addition, there are multiple ongoing maintenance projects that will continue to be supported by the marketing and communications department and media relations department.

Target Audiences

Key clinical service line target audiences: • Patient Customers (existing and future)

• Physician Customers and appropriate segments of the healthcare community not employed by Lee Memorial Health System

• Employees and Volunteers

These broad target audiences can be further segmented as deemed necessary to achieve strategic goals. The messaging and the vehicle(s) employed to deliver messaging to each of the key clinical service lines may vary.

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methods. The decision making process for our target audiences will also be relevant.

SWOT Analysis

We will collaborate with system leadership, service leaders and planning and strategy staff to help define a SWOT analysis for each of the key clinical service lines. This information will help to define tactics and messaging points that will be incorporated into efforts directed to each of the segments of our target audiences.

Strategies

Overall Strategies

• Retooling of South Lee County marketing tactics that are an extension of the overall communications efforts for key clinical service lines. Consideration will be given for geographic specific tactics aimed at appropriate Estero/Bonita Springs target audiences.

• Create awareness and exposure for all key clinical service lines to all target audiences. It is valuable to note that research indicates there were a significant number of “don’t know” answers when consumers were asked to identify a “best of” in each service line.

• Engage existing target audience relationships for long-term commitment and referrals. Cultivate new relationships with all target audiences.

• Expose target audiences to the value of Lee Memorial Health System for key clinical service lines. Quality programs (Identify Center of Excellence

designations), Quality people. Quality facilities. Quality technology. Superior outcomes. Engaging experiences.

Additional Strategies

• Educate target audiences about the impact that EPIC (EMR) will have relative to their areas of concern

• Healthcare Reform: Define a communications strategy to position Lee Memorial Health System as local resource for information to the community

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Health System brand internally and externally.

Top of Mind Total Unaided Total Aided

Consumers “Hospitals or other healthcare provider organizations” 4% “Hospitals or other healthcare provider organizations” 7% “Multi-hospital healthcare systems” 26%

Do you recognize the following names of Florida healthcare organizations?”

76%

Physicians “Multi-hospital health systems” 53% “Multi-hospital health systems” 53% N/A Externally:

• Halo effect for the master brand across the service lines should be stronger than was measured

• Lee Memorial Hospital vs. Lee Memorial Health System confusion. How do other entities tie-in to Lee Memorial Health System?

• Negativity associated with Lee Memorial Hospital (location, payor mix, dated) • Lee Memorial Health System vulnerability to attacks about size (monopoly) • Lack of relevance as to what the “system” means to them even with high image

scores Internally:

• Referrals outside the system for services we offer

• Loyalty to individual entities rather than the system. Low or no brand pride. • Inability of employees to verbalize the nature of the system and benefits

Our approach will be to identify and review a variety of renaming options for level of aggressiveness, short/long-term implementation and implications across community, finance, people, service, quality and other factors.

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Change in Market Share and Outmigration – 5 County using The Children's Hospital

The Children’s Hospital of Southwest Florida - Strategies

• Develop awareness of The Children’s Hospital (all locations including main location, Cape Coral Hospital and Specialty Clinic-Naples) in the minds of all target audiences in Lee, Collier and Charlotte counties

• Expand awareness of The Children’s Hospital of Southwest Florida as a regional destination for quality specialized children’s healthcare in Southwest Florida (5 county area)

• Boost consumer confidence in the quality and value of the staff and services. Many great stories and outcomes to communicate.

• Develop marketing efforts in conjunction with The Foundation to facilitate philanthropic giving for the building of the tower

• Explore marketing partnership opportunities with Physician’s Regional Healthcare System in Collier County

• Short-Term Strategy: Develop awareness of The Children’s Hospital Specialty Clinic in Collier County to residents and to primary care pediatricians and family practice physicians

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Orthopedics - Strategies

• Develop awareness for orthopedic services in the minds of all target audiences • Explore opportunities and collaborate with Lee Memorial Health System service

line leaders and physicians to develop a plan for marketing the Center of Excellence

• Collaborate with physicians to promote the co-managed arrangement

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Cardiac - Strategies

• Develop awareness for the services in the minds of all target audiences • Technology impact and uniqueness: da Vinci

o Confirm information from manufacturer that the mitral

valve/revascularization surgery combination makes us the only program south of Atlanta offering these services in one location

• Communicate superior outcomes

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Neurosciences - Strategies

• Develop awareness for the services in the minds of Lee, Collier and Charlotte target audience(s)

• Communicate with neuroscience business leaders on the development of the stroke program and marketing strategies

• Investigate pediatric neurology opportunities

• Short-Term Strategy: Develop efforts to focus on spine business opportunities

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Regional Cancer Center - Strategies

• Develop awareness for the Regional Cancer Center in the minds of all target audiences

• Expand awareness of the Regional Cancer Center as a destination for cancer care in Southwest Florida

• Boost confidence in the quality and value of the staff and services (Mass General affiliation). Communicate superior outcomes.

• Work in cooperation with The Foundation for philanthropic efforts • Marketing support for Women’s Services (packaged care)

o Breast Center – Center of Excellence initiative

o Dr. Orr – Florida Gyno/Onc – Unique between Tampa and Miami • Investigate opportunities to market palliative medicine – Dr. Esch (starting Fall

2010)

• Create awareness of the boutique retail store for men and women

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0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Wound Care

Women's Breast Health Sleep Lab Rehabilitation Therapy Radiology Pain Center IV Therapy Endoscopy Cath Lab Services Cardiology Services Cardiac Rehab Cancer Services Ambulatory Surgery

Tremendous opportunity! Total market share in outpatient services is 16.1%. Breakdown by service type is shown above.

Outpatient Services - Strategies

• Develop awareness of the outpatient facility locations and services in the minds of our target audiences

• Promote Outpatient Center at The Sanctuary as a one-stop shop for both services and physicians

• Support of existing imaging sales staff with their efforts. Support for the development of a combined and cross-trained staff as mentioned previously • Short-Term Strategy: Opening of Surgery Center at Outpatient Center at The

Sanctuary

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outmigration for all key clinical service lines.

Change in Market Share-Lee County vs. South lee County

Change in Outmigration-Lee County vs. South lee County

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ranking reflects consumer endorsement. As research indicates, the opportunity now exists in marketing service lines.

Our future efforts will now expand this scope from a corporate branding strategy to development of individual marketing initiatives for each key clinical service line. Budget needs will therefore increase in order to develop and sustain ongoing efforts due to the expanded volume of marketing strategies, target audiences and overall tactics in addition to continued specific market efforts (South Lee County). There are further budget

implications for the degree of segmentation we want to pursue within each of the key clinical service lines.

Example:

An Overall Outpatient Strategy

Outpatient Services marketing (with the Lee Memorial Health System brand as the foundation) The rough messaging points would be: what those services are, why those services are better and where those services are located.

-VS-

Multiple Outpatient Subgroup Strategy

Outpatient Services (as a supporting foundation along with Lee Memorial Health System). Tactics and messaging points would be specific to the target audiences we are addressing for the areas of greatest opportunity as noted in the graph:

• Ambulatory surgery • Cardiology services • Endoscopy services • Pain center • Radiology • Rehab therapy 16

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A suggested approach would be a ramping up of both marketing efforts and budget. This increase in marketing efforts over time would also work in conjunction with the growth and maturation of the marketing department and our ability to accept additional

workload. We are currently recruiting for some staff losses and needs to effectively address any marketing initiatives that we undertake. Our current situation leaves us dependent on multiple high priced outsourcing vendors which we will phase out as new recruits are put into place.

Business Performance Scorecard

Target metrics will be determined based on budget allocations made for both the overall Lee County marketing plan and the South Lee County plan. Measurements will be compared to 2009. Some categories include:

• Consumer awareness • Consumer preference (best) • Inpatient market share • Outpatient market share

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previously identified. Please note that multilingual media outlets will also be explored for each category. Tactics to be considered include but are not limited to:

• Print Advertisements (newspaper, magazine, trade journals, etc.) • Outdoor

o Static

o Digital billboards – Allows for near-immediate change of messaging and customized automatic content

• Transit Advertising (LeeTran, bus stops/benches, etc.) • Television

• Radio

• Public Service Announcements • Tradeshows

• Facility Opportunities (print, posters, on-hold messages, television, banners, displays, etc.) o Patient rooms o Elevators o Stairwells o Waiting areas o Physician offices o Outpatient facilities o Parking lots • Direct Mail • Online

o SEO-Search Engine Optimization, SEM-Search Engine Marketing efforts for www.leememorial.org and related websites (Google Adwords, etc.) o Banner ads and directory listings on other websites

o Email marketing

• Social Media (Twitter, Facebook, YouTube, Blogs-on our own site and other targeted websites and other social media venues as deemed appropriate). The strategy is to become a media producer (text, video, etc.) whose content is then shared and promoted by others.

• Existing and Emerging Technologies

o SmartPhone Communications/Applications o Text Messaging

o Social Network Advertising o Future…

• Press Releases/Public Relations

• Editorial content production for publications • Grass roots community networking opportunities

o Chambers of Commerce

o Visitors and Convention Bureau 18

(41)
(42)

Marketing Plan

Marketing Plan

Presented by Kevin Newingham

and Bill Oberman

Presented by Kevin Newingham

and Bill Oberman

(43)

8.1

(44)

Health System in Community

• On a scale where 1=Poor and

10=Excellent Lee Memorial Health

System is seen as generally well

regarded by Lee County residents

• Regard is higher amongst older

residents. Otherwise there are no

surveyed demographic differences

(45)

• No matter the service line, Lee Memorial

Health System hospitals are always the

market leading best. But, the most

striking finding is the high % of don’t

(46)

Best by Service Line

59% 58% 51% 30% 31% 43% 0% 20% 40% 60% 80% 100% Outpatient Care Heart Care Stroke & Neuro Care LMHS Total Don't Know or None

(47)

Best by Service Line

47% 41% 44% 44% 49% 53% 0% 20% 40% 60% 80% 100% Orthopedic Care Cancer Care Pediatric Care LMHS Total

(48)

and Strategic Services

• People

• Community

• Service

• Quality

• Finance

(49)

• People – Inform, Engage & Motivate

– Support all departments through internal

and external communications

• Community – Communicate & Promote

Relevance

– Achieve awareness of availability/caliber of

key services to physicians and consumers

(50)

and Strategic Services

• Service - Inform & Engage

– Consistent and compelling

communications to keep all stakeholders

apprised of activities

• Quality – Promote & Educate

– Create awareness and elevate awareness

of “Best” based on quality, safety and

(51)

• Finance – Grow Volumes & Increase

Market Share

(52)

• Build staff and infrastructure

– Reduce outsourcing costs

– Support executional needs

– Maximize effectiveness and consistency

• Build “System Customer” Culture

– Lee Memorial Health System business

leaders are the department’s customers

(53)

• Support Physician Contact

– Foster communication with physician and staff

(Lee Memorial Health System and private)

– Increase referral streams

• Exploit Communication Technologies

– Leverage existing and emerging technologies

as deemed appropriate for reaching target

audiences (web, email, blogs, YouTube,

Twitter, smartphones, etc.)

(54)

• The Children’s Hospital of Southwest

Florida

• Orthopedics

• Cardiac

• Neurosciences

• The Regional Cancer Center

• Outpatient Centers

(55)

• Awareness, availability, preference and

understanding

• Loyalty initiatives through personal relationships

• Association and integration with Lee Memorial

Health System

• Quality and superior outcomes

• Retention through increased satisfaction

• Reduction of outmigration in South Lee County

• Physician relations for advocacy and business

(56)

• Patient Customers

• Physician/Healthcare Customers

• Employees and Volunteers

(57)

• Interface With System Customers

– Define goals

– Define SWOT analysis for each service line

– Define tactics and messaging points

– Communicate plans and solicit feedback

– Continued involvement

(58)

• Retool South Lee County tactics to be

extension of overall efforts

• Create awareness and exposure

• Engage target audience relationships

• Lee Memorial Health System relational

(59)

• Research indicates an understanding

gap with the Lee Memorial Health

System brand

• Our current focus will be on service

line marketing to grow revenue

(60)
(61)
(62)

of Southwest Florida - Strategies

Develop awareness of The Children’s Hospital (all locations

including main location, Cape Coral Hospital and Specialty

Clinic-Naples) in the minds of all target audiences in Lee, Collier and

Charlotte counties

Expand awareness of The Children’s Hospital of Southwest Florida

as a regional destination for quality specialized children’s

healthcare in Southwest Florida (5 county area)

Boost consumer confidence in the quality and value of the staff and

services. Many great stories and outcomes to communicate.

Develop marketing efforts in conjunction with The Foundation to

facilitate philanthropic giving for the building of the tower

Explore marketing partnership opportunities with Physician’s

Regional Healthcare System in Collier County

Short-Term Strategy: Develop awareness of The Children’s

Hospital Specialty Clinic in Collier County to residents and to

primary care pediatricians and family practice physicians

(63)
(64)

B

B

B

O

O

O

A

A

A

R

R

R

D

D

D

O

O

O

F

F

F

D

D

D

I

I

I

R

R

R

E

E

E

C

C

C

T

T

T

O

O

O

R

R

R

S

S

S

(65)

DATE OF THE NEXT

REGULARLY SCHEDULED

MEETING

PLANNING

Committee of the Whole

MEETING

Thursday,

August 12, 2010

1:00pm

Lee Memorial Hospital Boardroom

Figure

Updating...

References