February 12, 2009 - Lee Memorial Health System

Transcription

BOARD OF DIRECTORS
PLANNING
Committee of the Whole
MEETING
February 12, 2009, 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.
LEE MEMORIAL HEALTH SYSTEM BOARD OF DIRECTORS
PLANNING
COMMITTEE OF THE WHOLE MEETING
Thursday, February 12, 2009
2:00 p.m.
AGENDA
1.
CALL TO ORDER (Linda Brown, MSN, ARNP Planning Chairman)
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 Southwest Florida Regional Medical Center/Gulf Coast Hospital &
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.
2.
PUBLIC INPUT:
3.
Consent Agenda (Approval)
A. January 15, 2009 Planning Committee Meeting Minutes
B. LMHS Strategic Scorecard for FYTD December 2009
4.
Community Needs Assessment Report (Accept)
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.
(Jennifer Moody, Principal & Managing Director/AmeriMed Consulting - 30 min)
5.
LMHS Marketing Program
(John Wiest, Chief Financial Officer & Anne Rose, Executive Director/System Director/Administrator Business
Development, Marketing, Communications, Lee PHO, Lee County Trauma Services District - 60 min)
•
•
•
•
•
6.
Branding Workshop Update (Follow-up from 1/8/09)
Annual Marketing Plan (Review)
Board Policy 10.36B: System Marketing Program (Review)
Board 10.37B: Display of System Name and Logo (Review)
Informal Marketing Forum (Kerry Babb, Marketing Liaison) (Verbal Update)
FY 2009 System Strategic Priorities (Verbal Update)
(Jim Nathan, President/CEO – 15 min)
7.
Other Items
8.
Date of the next REGULAR Planning Committee of the Whole:
9.
ADJOURNMENT of PLANNING COMMITTEE
Thursday, March 5, 2009, 1:00 p.m.
Lee Memorial Hospital Boardroom, 2776 Cleveland Avenue, Fort Myers
Bf/BOD/AGENDA/2009/021209 Planning Committee Agenda
___________________
L E E M E M O R I A L HEALTH SYSTEM
BOARD OF DIRECTORS
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.
Planning Committee of the Whole
February 12, 2009
3. Consent Agenda: (Approval)
A. January 15, 2009 Planning
Committee Meeting Minutes
B. LMHS Strategic Scorecard for
FYTD December 2009
PLANNING COMMITTEE OF THE WHOLE MEETING MINUTES
Thursday, January 15, 2009
LOCATION: Lee Memorial Hospital Boardroom, 2776 Cleveland Avenue, Fort Myers, FL 33901
MEMBERS PRESENT: Linda Brown, MSN, ARNP, Chairman/Planning Committee; Richard Akin, Board Chairman; Nancy McGovern, RN, MSM, Board Vice Chairman; Marilyn Stout, Treasurer;
Lois Barrett, MBA, Board Secretary; Stephen Brown, M.D., Director; Frank La Rosa, Director; Dawson McDaniel, Director; James Green, Director; Wayne Daltry, Community Representative/Planning
Committee; Fred Pollier, Community Representative/Planning Committee; Marliese Mooney, Physician Leadership Council Consultant/Planning Committee
MEMBERS ABSENT: Kerry Babb, Director; Jack Eikenberg/Community Representative/Planning Committee
OTHERS PRESENT: James Nathan, CEO/President; Cathy Stephens, Board of Directors’ Liaison; Mary McGillicuddy, Chief Legal Officer; Donna Giannuzzi, RN, Chief Patient Care Officer; Chuck Krivenko,
M.D., Chief Medical Officer/Clinical and Quality Services; Jon Cecil, Chief Human Resources Officer; CB Rebsamen, M.D., Chief Medical Officer/Ambulatory and Strategic Services; Gaile Anthony, Chief
Administrative Officer/LMH; Larry Antonucci, M.D., Chief Administrative Officer/CCH; Doug Luckett, Chief Administrative and Ancillary Services Officer/SWFRMC/GCH; Mark Greenberg, M.D., System
Medical Director/Clinical Effectiveness; Kevin Newingham, System Director/Planning and Strategy; Chris Nesheim, System Director/Care Management; Anne Rose, Executive Director/System Director/
Administrator Business Development, Marketing, Communications, Lee PHO, Lee County Trauma Services District; Karen Krieger, System Director/Public Affairs; Whitney Andreu, Director/Marketing and
Communications; Sally Jackson, System Director/Community Projects; David Berger, M.D., Community Representative/Quality & Education Committee; Tuck Wilson, M.D., Physician Leadership Council
Consultant/Quality & Education Committee; Jennifer Reed, Reporter/News-Press; Bob Johns, Guest; Peter Young, Guest; Isabel Firth, Administrative Secretary/Board of Directors; Beth Finney, 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
on the Board of Directors website at www.lememorial.org/boardofdirectors, for public inspection.
SUBJECT
DISCUSSION
PUBLIC INPUT
There were NO “Public Input” items to be discussed.
JAMES GREEN
James Green requested to address the Board offering an apology regarding his recent
incarceration due to missteps in his personal life. James said he was sworn in today
and he wishes to continue serving LMHS and the community. He said he realizes this
may not be a popular position however he will continue with his responsibilities as a
Director of the LMHS Board of Directors.
MEETING MINUTES
PROPOSED
FY 2009 SYSTEM
STRATEGIC
SCORECARD
ACTION
The meeting of the Planning Committee of the Whole of the Lee
Memorial Health System (LMHS) Board of Directors concerning
matters of the business of Lee Memorial Health System
consisting of Southwest Florida Regional Medical Center
(SWFRMC)/Gulf Coast Hospital (GCH) & Lee Memorial Hospital
(LMH)/HealthPark Medical Center (HPMC) and its subsidiaries
(HealthPark Care Center, Inc., Lee Memorial Home Health, Inc.,
Cape Memorial Hospital, Inc. doing business as Cape Coral
Hospital (CCH), and Lee Memorial Medical Management, Inc.)
may be reported, discussed and recommended by this
Committee of the Whole, then referred to the full Board of
Directors for final action was CALLED TO ORDER by Planning
Chairman Linda Brown, MSN, ARNP at 1:08 p.m.
MEETING
CALLED TO ORDER
Lois Barrett asked if anyone wished to make any corrections or deletions to the
November 13, 2008 Planning Committee of the Whole meeting minutes.
Kevin Newingham said in response to the last planning meeting there was a request to
provide additional detailed information about the scorecard. He said the scorecard is a
great tool to monitor the organization. He said the Senior Leadership Council recently
proposed additional changes and targets for the upcoming fiscal year. Kevin began
reviewing the Proposed FY 2009 System Strategic Scorecard (Exhibit 1).
Marliese Mooney commended the System on having an incredibly low medication error
rate. She said this is the lowest she has ever seen. Discussion ensued regarding the
three levels of medication errors and the various causes of these errors. There was
further discussion with regard to continuing awareness and education on the
A motion was made by Lois Barrett to approve the
November 13, 2008 Planning Committee of the Whole
meeting minutes. The motion was seconded by James
Green and it carried with no opposition.
and
FOLLOW-UP
PLANNING COMMITTEE OF THE WHOLE MEETING MINUTES
Thursday, January 15, 2009
SUBJECT
Page 2 of 2
DISCUSSION
ACTION
importance of reporting errors for future prevention.
David Berger asked about employee satisfaction and turnover rates and if this
correlates to responses provided in the Employee Satisfaction Survey. Jon Cecil said
due to cost containment efforts the Employee Satisfaction Survey is now being
conducted every other year therefore there is no employee satisfaction data to
compare to the scorecard for 2008. Additionally, there is no data showing employee
satisfaction by facility. Jon said there are anonymous sample survey’s completed by
staff on a monthly basis which do appear to correlate to the regular Employee
Satisfaction Results however there is no way to target a specific facility or department
due to anonymity. Discussion ensued with regard to preventing costly turnover through
successful recruitment and training.
Discussion ensued regarding the Patient Satisfaction, HCAHPS Likelihood to
Recommend, and the Physician Satisfaction Indicators. Jim Nathan clarified the
patient satisfaction is measured by Press Ganey Reports and the physician satisfaction
is measured by HCAHPS. He said the Press Ganey Report is a very specific report that
generates an enormous amount of detailed information. Additionally, when areas are
identified as problem areas, the System address them quickly. Discussion ensued with
regard to survey sampling and statistical validity.
FY 2009 SYSTEM
STRATEGIC
PRIORITIES
Jim Nathan distributed and reviewed the FY 2009 System Strategic Priorities
(Exhibit 2). He said this is a grocery list of items in no ranked order, providing a
comprehensive view of System strategies for developing short-term plans and
initiatives. He plans to bring strategy owners to future planning meetings for more in
depth discussions.
TIME SENSITIVE
ITEMS
Jim Nathan announced our local Legislative delegation hearing is being held on
January 22, 2009 at Edison State College. He said this is an opportunity to present our
”financial wish list” to Tallahassee and he encouraged the Board and leadership to
attend.
OTHER ITEMS
ADJOURNMENT
(Wayne Daltry left the meeting at 1:43pm)
A motion was made by James Green to approve the
Proposed FY 2009 System Strategic Scorecard (Exhibit 1).
The motion was seconded by Marilyn Stout and it carried
with no opposition.
There were no “Other Items” to be discussed.
The next REGULAR Planning Committee of the Whole meeting will be
February 12, 2009, 2:00pm, Lee Memorial Hospital Boardroom,
2776 Cleveland Avenue, Fort Myers, FL
The Planning Committee of the Whole
meeting was ADJOURNED
by Planning Chairman
Linda Brown, MSN, ARNP at 2:18p.m.
Minutes were recorded by Beth Finney, Executive Secretary/Board of Directors Office
__________________________________________________
Lois C. Barrett, MBA
Board Secretary
FOLLOW-UP
LMHS STRATEGIC SCORECARD SUMMARY
FYTD December 2009
Indicators
FYTD
Trend*
Favorable Period
Direction Reported
FY 2008
Actual
FY 2009
Target
Fiscal YTD
Actual
Current
Period
2.59%
5.0%
2.38%
11.50%
New
Indicator for
Dec-08 FY 2009
13.0%
10.8%
20.5%
13.40%
Dec-08
1.61%
1.91%
1.66%
1.79%
Qtr 1
0.22
5
3.10
3.10
Dec-08
4.52
4.60
1.23%
1.50%
PEOPLE
Vacancy Rate
Dec-08
Total Turnover
Dec-08
Year 1 Turnover Rate
2.65%
QUALITY
Mortality Rate - Acute
Medication Errors(Level II) per 10,000
ALOS - Acute
Surgical Infection Rate - Acute
Qtr 4
4.56
4.62
1.56%
SERVICE
Patient Satisfaction
HCAHPS (% Top Box) - Likelihood to
Recommend
COMMUNITY
Public Image
Medical Staff Satisfaction
Uncompensated Care & Charity (in
thousands)
Philanthropy - Total Gifts
Qtr 1
86.9
Nov-08
66.0%
New
Indicator for
FY 2009
New
Indicator for
FY 2009
New
Indicator for
Dec-08 FY 2009
New
Indicator for
Qtr 1 FY 2009
FINANCE
Operating Margin
Dec-08
Cash/Debt Ratio
Dec-08
0.3%
Bond Rating
Moodys / S&P *****
64.1%
New
Indicator for
Dec-08 FY 2009
Days in Accounts Receivable
Dec-08
66.3%
Dec-08
52.9%
Net Revenue per CMI Adjusted Admission
Dec-08
$6,568
Cost per CMI Adjusted Admission
Dec-08
$6,545
86.3
86.3
65.4%
65.4%
15,721
5,835
1,279
1,279
3.8%
3.4%
Establishing
Baseline
Establishing
Baseline
FY 66,723
FYTD 16,779
CM 5,615
FY 5,553
FYTD 1,500
CQ 1,500
FY 2.25%
FYTD 0.6%
CM -0.4%
61.0%
A2 / A
59.00
Wages % of Net Revenue
= at or better than target
= below target - no immediate concern
= below target - immediate concern
86.9
FY
FYTD
CM
FY
FYTD
CM
FY
FYTD
CM
59.0
51.5%
52.3%
53.1%
$6,699
$6,591
$6,588
$6,540
$6,549
$6,611
52.6%
A3 / A
n/a
59.80
50.7%
$6,516
$6,292
49.8%
$6,396
$6,151
No Update
*Trend FYTD or last 4 reporting periods
***** - Moodys has LMHS on a "Negative Outlook" watchlist
Prepared by Planning and Strategy
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RECOMMENDED ACTION FOR BOARD APPROVAL
(Action includes Acceptance, Approval, Adoption, etc)
Keep form to one page, SUBMIT (thru SLC Member) ELECTRONICALLY to
L Drive – Miscellaneous - BOD Presentations by Noon the Friday before you’re scheduled on agenda.
DATE: February 6, 2009
LEGAL SERVICE REVIEW? YES__
NO X
SUBJECT: Community Needs Assessment – Presented by AmeriMed Consulting
(sponsored by Lee County Medical Society and Lee Memorial Health System)
REQUESTOR & TITLE: Kevin Newingham, System Director Planning and Strategy
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.)
Board of Directors reviewed previous study in Spring 2005
SPECIFIC PROPOSED MOTION:
Acceptance of report
PROS TO RECOMMENDATION
Provides a tool to help target efforts to meet
community needs
CONS TO RECOMMENDATION
Lack of clear community strategy to address needs
LIST AND EXPLAIN ALTERNATIVES CONSIDERED
n/a
FINANCIAL IMPLICATIONS
Budgeted ____
Non-Budgeted ___
(including cash flow statement, projected cash flow, balance sheet and income statement)
n/a
OPERATIONAL IMPLICATIONS (including FTEs, facility needs, etc.)
n/a
SUMMARY
Lee Memorial Health System and Lee County Medical Society engaged AmeriMed Consulting to complete a Community
Needs Assessment to identify physician need by specialty. The study supports the IRS requirement for non-profit
organizations to substantiate community need for new physicians in order to assist the physician community in
recruitment efforts. The project methodology included a medical staff profile, quantitative and qualitative analyses
including physician interviews and surveys. The Community need alone identifies immediate need of 74 physicians and a
growth need of 78 for a total of 152 physicians in primary care, medical and surgical specialties. Succession planning
identifies 257 physicians at risk for retirement and/or practice change for a total need of up to 409 new physicians
within the next 3 years. Physician need increased 82% when compared to the FY 2005 assessment need of up to 225
physicians.
BOD/Forms/Board (Action) Reporting Form - revised 6/16/08 cs
Lee County Medical Society
&
Lee Memorial Health System
Community Needs Assessment
Prepared by:
AmeriMed Consulting
Why do a Community Needs
Assessment?

Not-for-profit hospitals are required by the IRS to
substantiate “community need” for new
physicians in the community if recruitment
incentives (of any type) are offered

The OIG also requires through Stark II that all
hospitals receiving Medicare/Medicaid funding
substantiate community need for recruitment to
prevent the appearance of kick-backs for
referrals
Project Methodology
Services or
access desired
by the
community
Community
Need
Desires and
plans of
physicians
(both staff and
non-staff)
Hospital strategic plans and responsibilities to
community & physicians
Project Methodology

Basic requirements to prove community need
(hospitals must meet at least one of these):
Demonstrate that there are not enough physicians in the
community overall (not hospital specific) by use of
comparative ratios
Demonstrate inadequate access – inappropriate wait
times across the community (not just one practice) or
specific payor access issues that cannot be remedied
with current resources
Demonstrate potential loss of an essential community
program (such as a trauma program or critical service
line) – again, not hospital specific
Demonstrate risk of loss of community services within
the next three years (36 months) due to departures or
retirement of physicians

Engagement Goals and
Project Methodology

Assess service area medical market conditions –
existing physician resources, patient
demographics, etc.

Determine the need for physician services within
the defined service area – both current and
project growth needs

Examine staff physician services for key areas of
focus such
succession
planning
•Medical Staff Profile
•Patientas
Market
Profile
•Medical Market Profile
•Hospital Profile
•Quantitative Analysis
•Recommendations
Service Area Geography
Patient Market Profile

Service Area Demographics
1990/2000 historic, 2008 current, 2013 projected
Growth & aging rates factored over trending period

The service area gained over almost 158,000
residents from 2000 to 2008
Between 2008 and 2013, the area is projected to
increase by another 101,000 residents – a 16%
gain
Median age in the service area is 43.6 – older
than the national (36.7) median and FL (40.0)
The fastest growing age category is age 65 to 74
Medical Market Profile

Competitor Analysis

Identification of competitor facilities & physicians
who might be practicing in the area
Physician Full-Time Equivalencies
Phone calls made to all located physician offices to
verify physician activity in the service area
FTE values assigned by service area & specialty to
0.1

Medical Staff Profile

Physician Focus Interviews

Medical Staff Survey

Conducted by Joelyn Howard with 21 physicians in
June 2008
Confidential survey tool – 135 surveys returned to
AmeriMed for inclusion in this report – 13% total
return from 37 unique specialties
Staff Analysis

Identified demographic characteristics of the
Medical Staff

Aging physicians & succession planning
Research shows that almost half of physicians
age 50 or over plan practice changes within a
three year window
Most common practice change noted by age
13%
of those 50 to 55 plan to retire, 10% will close to
new patients or cut back workload
14% of those 56 to 60 will retire, 13% will reduce
hours per week to 20 or less
27% of those 61 to 65 will retire, 17% will work 20
hours per week or less

The gender divide in medicine
Males see 102 patient encounters per week, females
see 87. But… for office visits, males see 75 to females’
70.
In hours worked, males and females both average 30
hours a week in the office – women work a total of 49
hours (2 at the hospital and 16 with “other” activities),
males a total of 57 hours (5 at the hospital and 20
“other).
Males are more likely to be “self-employed” – 65.7% vs.
43.6% of females.
Females are twice as likely to be “employed” – 60% vs.
30.7% of males.

55% of all practices are closed to new Medicaid
patients
Responses by All Specialties – Acceptance of New Patients
100%
92%
92%
93%
87%
77%
80%
Percent

55%
60%
45%
40%
20%
23%
13%
8%
8%
7%
0%
Com m ercial
Insurance
Medicare*
Medicaid
*Pediatricians were excluded from Medicare responses.

PPO
Self Pay/No
Insurance
Payors
Yes

HMO
No
63% of primary care physicians do not accept new Medicaid
patients
19% of primary care physicians do not accept new Medicare
patients

At least 41% of responding physicians plan to
recruit within their groups, a considerable drop
Anticipated Changes in Practice Over Next Two Years*
from 2005
41%
Add a physician
55%
39%
No changes anticipated
34%
32%
Add a physician extender
23%
10%
Open an additional office
20%
6%
Other
2%
5%
4%
Retire/sell practice
4%
Merge w ith an established practice
1%
2008
3%
3%
Close an office
0%
2005
20%
40%
Percent of Respondents
60%

Physician specialties most commonly reported
as having new appointment waits in excess of
ten days (by peers):
•Dermatology (40 days) – reported 21 days
•Rheumatology (34 days) – no response
•Endocrinology (30 days) – no response
•Psychiatry (52 days) – reported 14 days
•Neurology (20 days) – reported 14 days
•Cardiology (22 days) – reported 7 days
•Internal Medicine (22 days) – reported 7 days
•Nephrology (28 days) – reported 14 days
•Pulmonology (21 days) – reported 10 days
Italicized responses are same specialty response to new patient appointment wait time

Most frequently perceived recruitment needs:
•Psychiatry (80%)
•Rheumatology (75%)
•Endocrinology (71%)
•Dermatology (66%)
•Family Medicine (65%)
•Emergency Medicine (64%)
•General Surgery (64%)
•Internal Medicine (63%)
•Critical Care Medicine (62%)
•Infectious Disease (62%)
Quantitative Analysis

Physician-to-Population Ratios

6 published methodologies utilized
Comparative analysis of specialties vs.
established benchmarks
Real-time US supply ratios – a “true” benchmark of
physician distribution
AMA & MGMA productivity data

Recommendations
Recommendations

Current Needs – Those specialties identified
as immediate needs based upon current
staffing levels and accessibility within the
service area.
Growth Needs – Those specialties where
recruitment will be necessary over the next
three years to meet anticipated community
growth
Succession Planning Risks – Those
specialties which include staff physicians at or
above the age of 55

It is permissible to recruit proactively for any
Current Needs – Primary Care
Primary Care – Family Medicine (12) – up from 2 in 2004
Primary Care – Internal Medicine (12) – up from 5 in 2004
Primary Care - Pediatrics (6) – up from 2 in 2004
30 Total FTEs
Current Needs – Medical
Specialties
Allergy/Immunology (2) - up from 0 in 2004
Dermatology (2) – same as 2004
Endocrinology (2) – up from 1 in 2004
Hematology/Oncology (1) – up from 0 in 2004
Nephrology (1) – up from 0 in 2004
Neurology (1) – same as 2004
Obstetrics/Gynecology (4) – same as 2004
Psychiatry (4) – same as 2004
Rheumatology (2) – same as 2004
19 Total FTEs
Current Needs – Surgical
Specialties
General Surgery (6) – up from 2 in 2004
Orthopedic Surgery (2) – up from 0 in 2004
Otolaryngology (2) – up from 0 in 2004
10 Total FTEs
Growth Needs
Primary Care – Family Medicine (16)
Primary Care – Internal Medicine (16)
Primary Care - Pediatrics (6)
Cardiology (4)
Dermatology (2)
Gastroenterology (2)
General Surgery (4)
Hematology/Oncology (1)
Nephrology (1)
Neurology (2)
Obstetrics/Gynecology (6)
Ophthalmology (3)
Orthopedic Surgery (4)
Otolaryngology (1)
Physical Medicine/
Rehabilitation (1)
Plastic Surgery (1)
Psychiatry (6)
Pulmonology/Critical Care
Medicine (1)
Urology (1)
78 Total FTEs
Succession Planning Risks
Primary Care – Family Medicine Hematology/Oncology
Pain Management
Primary Care – Internal Medicine Hospitalist
Palliative Medicine
Primary Care – Pediatrics
Hyperbaric Medicine
Pathology
Allergy/Immunology
Infectious Disease
Pediatric Subspecialties
Anesthesiology
Maternal/Fetal Medicine
Plastic Surgery
Cardiac/Thoracic Surgery
Neonatal/Perinatal Medicine
Podiatry
Cardiology
Nephrology
Psychiatry
Dentistry
Neurology
Pulmonology/Critical Care Medicine
Dermatology
Neurosurgery
Radiation Oncology
Emergency Medicine
Obstetrics/Gynecology
Radiology
Endocrinology
Ophthalmology
Rheumatology
Gastroenterology
Oral/Maxillofacial Surgery
Urgent Care
General Surgery
Orthopedic Surgery
Urology
Gynecological Oncology
Otolaryngology
Vascular Surgery
Up to 256.6 Total FTEs
___________________
BOARD OF DIRECTORS
LMHS
MARKETING
PROGRAM
John Wiest, Chief Financial Officer
&
Anne Rose, Executive Director/System Director/Administrator
Business Development, Marketing, Communications, Lee PHO,
Lee County Trauma Services District - 60 min
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RECOMMENDED ACTION FOR BOARD APPROVAL
(Action includes Acceptance, Approval, Adoption, etc)
Keep form to one page, SUBMIT (thru SLC Member) ELECTRONICALLY to
L Drive – Miscellaneous - BOD Presentations by Noon the Friday before you’re scheduled on agenda
DATE: 2/12/09
LEGAL SERVICE REVIEW? YES____
NO__X__
SUBJECT: Marketing and Brand Identity
REQUESTOR & TITLE: Anne Rose, Executive Director/System Director, Business Development and
Contracting, Lee PHO, System Communications, Administrator Lee County Trauma Services District
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.)
No action; workshop was facilitated on January 8, 2009 to obtain input regarding the development of a system brand identity.
SPECIFIC PROPOSED MOTION:
Direct the System Marketing Department to indentify and interview 2-3 brand identity firms; and to
develop cost proposal for the brand research and brand definition components of work and to report
back to the Board Of Directors in 60-90 days.
PROS TO RECOMMENDATION
CONS TO RECOMMENDATION
Allows process to be fully developed for consideration.
None
LIST AND EXPLAIN ALTERNATIVES CONSIDERED
The alternatives are to create multiple program/service identities.
FINANCIAL IMPLICATIONS
Budgeted ____
Non-Budgeted ____
(including cash flow statement, projected cash flow, balance sheet and income statement)
No cost at this time.
OPERATIONAL IMPLICATIONS (including FTEs, facility needs, etc.)
Initial phase of interviewing firms will not impact the operations of the organization.
SUMMARY
The creation of a system-wide brand identity is consistent with the input from the January 2009 workshop and is
consistent with the recommendations and goals established by the strategic marketing plan. Without a system-wide
identity, individual services/programs will create their own unique identities.
BOD/Forms/Board (Action) Reporting Form - revised 6/16/08 cs
Naming and Branding Workshop Follow-up
February 12, 2009
Anne Rose
Executive Director/System Director
Business Development and Contracting
Lee PHO
System Communications
Administrator Lee County Trauma Services District
Today’s Topics
• Summary of January 2009 Branding Workshop
• Overview of LMHS Strategic Marketing Plan
Recommendations and Goals
• Steps Toward Creating a Brand
• Current LMHS Examples
• Conclusions
Summary of January 2009 Branding Workshop
Four Discussion Points
• Definition of Success
• Challenges
• Opportunities
• Strengths
• Summary of Answers to the Question: What needs to
happen for you to feel we were successful?
• Start the process of developing a new brand identity for
LMHS that is simple, memorable, and conveys trust,
confidence and quality.
• Summary of Answers to the Question: What are the
greatest challenges to be eliminated?
• LMHS brand identity is muddled and there is not a clearly
understood goal for the marketing, advertising and PR
that provides that identity.
greatest opportunities to be taken advantage of?
• LMHS has built important halo services (trauma,
neurology, oncology, children’s hospital) and an
incredible network delivering easy access-now it needs to
all be bound together in a cohesive identity.
greatest strengths to be built upon?
• LMHS delivers the access and quality, with a terrific
reputation that serves as the foundation for a strong
cohesive identity.
Recommendations From Strategic Marketing Plan
Adopted by LMHS Board of Directors February 2007
RECOMMENDATION: Lead with the LMHS System message and look, even when
marketing a particular service line or program.
RECOMMENDATION: Increase the visibility of the LMHS hospitals in marketing
efforts. Lead with the “System”.
RECOMMENDATION: Design marketing and communications from the view of the
customer or target audience.
RECOMMENDATION: Complete evaluation of Solucient demographic targeting
tools and acquire, or select alternative tools.
Recommendations From Strategic Marketing Plan
RECOMMENDATION: Over time, implement a corporate identity and branding
strategy. Both marketing and operations can benefit from branding, and the focus
provided will help to get the best possible results from the marketing plan. This
work should best follow and use the results of the transition workgroups for
Corporate Culture, Community Health Visioning, Campus Specific Clinical
Specialization, and Physician Relations.
RECOMMENDATION: Encourage all senior leaders to participate in community
organizations and support these LMHS ambassadors with strategic LMHS
marketing messages to optimize word-of-mouth marketing potential.
RECOMMENDATION: Marketing dollars should be consolidated and budgeted in
the Marketing Department. Annual reassessment tied to strategic system priorities,
as supported in the System Marketing Plan, will become a part of the marketing
budget process.
Strategic Goals from Strategic Marketing Plan
GOAL A – Develop the System Corporate identity and reflect the System creative look and
Messaging as the foundation of all marketing and communications.
Maintain state-of-the-art in-house capabilities for full-service strategic marketing and creative production including video,
photography, graphic design, web development, and writing.
Design the new premier LMHS System marketing brochure. This will be the platform around which to coordinate and integrate
other future materials. Design flexible templates for standard materials to reduce original custom design. Prominently lead
with the System look and message on new design and modify design on re-orders. Service line, facility or program
messages are secondary.
Use the LMHS logo. Cease design of new logos. Consider eliminating all other logos in print/video materials as they are created,
revised or replaced. No need to change existing signage at this point. Defer any discussion of changing system name or
logo until corporate identity/branding work decision is made per #6 below.
Establish standards for all future LMHS signage, both interior and exterior. Joint effort by marketing, facilities and operations.
Again, no need to change existing signage until corporate identity/branding work decision per #6 below.
Ensure annual marketing needs of the Key Business Strategies, Enabling Strategies, and annual Tactics are planned, prioritized,
budgeted, implemented and evaluated using metrics from Goal C.
After transition work is done, engage LMHS leaders to consider the benefits and value to the entire LMHS organization of
pursuing a full branding effort to energize and focus internal and external customers on a new brand promise that
distinguishes us and will endure and build loyalty across all various contact points in the system.
GOAL B – Cultivate a customer focus and understanding for both marketing/communications
Operations. Identify and understand all desired audiences, their characteristics and preferences.
Design effective community awareness marketing and communication to reinforce the LMHS System look and messages,
including Healthy News.
Evaluate Internal Communications strategies based on the results of the Internal Communications Audit and redesign to achieve
desired results.
Develop new means of targeting particular audiences including physicians (in collaboration with Sales staff and/or operations);
demographic or geographic subsets, including new residents; and eventually, individual customers (both former/current
patients and potential new ones) using techniques developed under Goal C below.
Provide marketing guidance to support and measure results of bonafide customer loyalty programs, including SHARE Club.
Maintain an effective public affairs program that includes media relations, and enhance support of strategic marketing efforts
through earned media.
Enhance the community relations program to encourage LMHS leaders to participate in community organizations consistent with
the LMHS mission and needs of the strategic plan, and ensure that these LMHS ambassadors are supported with strategic
LMHS messages to optimize word-of-mouth marketing potential. Develop strategic community/public relations plan.
With IS, continue to review LMHS intranet and internet sites from the customer’s perspective. Consider content, navigation, style
and opportunities to reinforce the LMHS brand. Use the “outside looking in” approach. Ensure the “System look” and
marketing messaging is consistently incorporated into websites, in collaboration with department web developers. Develop
more interactive transactions using the successful bill payment model. Consider audio and video options.
Support the transition work groups with marketing and communications.
GOAL C - Seek and adopt metrics and methodologies for prioritizing, targeting, and evaluating
Marketing work to ensure the marketing resources are used in the most cost-effective and
results-oriented manner.
Begin to use best practices, such as presented by The Advisory Board, to identify the most appropriate programs for priority
marketing. (This should be used during the annual planning with service lines to determine what services or programs
meet tests for capacity, profitability and marketability. Services that do not meet the screen are either folded into marketin
for others that do, as appropriate; become candidates for mass communication means such as Healthy News or websites
or are not specifically marketed.)
Continue to explore and select targeting methods for direct marketing to the most desirable audience for cost effective
penetration. Decide if the recently demonstrated Solucient tools are to be acquired. Use the selected tools and evaluated
their effectiveness.
Adopt a messaging philosophy that includes the system, doctor, service and patient as key components. (Refer to Exhibit 2.)
Identify means of tracking ROI for all marketing projects going forward. Complete the LionShare New Residents Program ROI
contract and report results. Work with IS to complete necessary work to do in-house cross matches for inpatient,
outpatient, emergency department and LPG utilization for identifiable target groups, e.g. new residents, SHARE Club,
outreach screenings. Use existing reports on Lee County resident market share and volumes. Research other best
practices for cost-effective ROI.
Work toward the use of IS database or web-based technologies to support this quantitative effort. Utilize support from other
LMHS departments including Strategic Planning, Decision Support, IS, Finance and Organizational Effectiveness as
appropriate. Consider Marketing representation on major IS projects to gain insight in patient/customer data for potential
marketing use.
Consider long term benefits of individualized customer relations and marketing through CRM products, either commercially
available, or tied to the long term IS strategy for centralized patient records for all LMHS.
Steps towards creating a brand
Brand
Research
• Interviews with key
audiences
• Review Strategic
Background
• Touch point
Analytics
• Competitive
Analysis
Brand
Definition
• Brand Promise
• Company name
• Brand Attributes
• Product Services
• Brand Personality
• Tagline Development
• Brand Positioning
• Branded Ingredients
• See “Family”
attachment for
hospital specific
example
Brand
Architecture
Brand architecture
development
• None
• See “Family”
attachment for
hospital specific
example
Identity
Design
• Design of the Graphic
Identity (Logo)
Naming Conventions • Photography and
(strategic framework
Image style
to guide naming
decisions)
• Identity Standards
and Guidelines
• Core Message
Strategy
Current LMHS examples
• None
Name
Creation
• Brand Management
• See attachment A
• See attachment B
• See attachment C
Attachment Family
Friendly faces:
We greet everyone with a warm welcome and a friendly smile
Awesome attitude:
We pledge to be positive, flexible, gracious, and respectful to all
Motivated:
We act with high energy, enthusiasm and take initiative to exceed your expectations
Integrity:
We act with absolute honesty, integrity, and fairness in all that we do
Listen with your heart:
We treat everyone with compassion, respect, sincerity, and kindness
You:
We consider you to be the most important part of our family
Attachment A
Name
Tag Line (s)
Lee Memorial Health System
The Heart of the Community
Caring People…Caring for People
Lee Physician Group
Quality Care with Respect and Compassion
The Children’s Hospital of Southwest Florida
Attachment B
X
X
X
X
Attachment C
Graphic Element
“Circle of Care”
The “Circle of Care,” is a
graphic element that ties
our
graphic design to
Lee Memorial Health
System’s continuum of
care.
Conclusions
• Creation of a system-wide brand identity is
consistent with:
- Input from January 2009 workshop
- Recommendations and goals established by the
Strategic Marketing Plan
• Without a system-wide identity, individual
services/programs will create their own unique
identities
LEE MEMORIAL HEALTH SYSTEM
MARKETING PLAN
FEBRUARY 8, 2007
BOARD OF DIRECTORS
PLANNING COMMITTEE OF THE WHOLE
FINAL DRAFT
Updated Org Chart (Exhibit 1) and owners (Exhibit 3) on January 15, 2009.
TABLE OF CONTENTS
Introduction……………………………………….……..……..2
Executive Summary………………………….…..……………..3
Environmental Scan……………………………….…….……...4
Global Marketing Trends..………………………….…………10
Marketing Recommendations………………….……….……...11
Strategic Goals……………………………………….………...14
Exhibit 1, Marketing Organization Chart………………...….…19
Exhibit 2, S·D·S·P Messaging Philosophy……..………….……20
Exhibit 3, Marketing Strategy Timeline………………………...21
1
INTRODUCTION
Lee Memorial Health System (LMHS) is operating under a Marketing Plan that was developed
in 2001 and needs an updated plan to support its Strategic Plan. The development of this plan is
important to guide both the Marketing Department and those throughout LMHS who rely on
marketing support. The basic approach used to develop the plan was to gather information on
the current situation, evaluate challenges and opportunities, and make recommendations for
changes to better achieve the stated goals and strategies of the LMHS Strategic Plan. This
Marketing Plan is designed to be adapted to changes in the LMHS Strategic Plan through annual
updates.
Research focused on the special study commissioned by LMHS in 2005 with Birdsall Voss &
Associates, dba bvk. This fully integrated marketing communications consulting firm has a
national client base and more than 30 years of experience in healthcare. They were selected to
review existing research, interview internal leaders, assess both the LMHS and competitors’
marketing communications materials and strategies, test new messaging with our consumers, and
assess the current LMHS brand architecture.
The bvk study included their in depth review of the Percy & Company Baseline
Image/Positioning Studies from 2003-2005, which assess “top-of-mind” hospital awareness in
the LMHS market; Market Share Summaries prepared by LMHS Strategic Planning staff from
2004-2005; Employee and Patient Satisfaction Surveys from 2004-2005, and the KIWI Report
from 2005, for Key Information and Workforce Indicators. All current 2006 reports were
reviewed to update any trends. Recent research by The Advisory Board on marketing best
practices was reviewed and discussed with staff at The Advisory Board and/or the hospital
involved with the case study.
Interviews were conducted with all members of the Senior Leadership Council and with other
persons the SLC designated, including leaders from Strategic Planning, Organizational
Effectiveness, WAVE, Information Systems, Service Line Leaders for Key Business Strategies
and Enabling Strategies, the 2006 Chairman of the Board of Directors and Board Marketing
Liaison, and all staff members in the marketing department including the former director.
In-depth observations of marketing department staff, operations, processes and day-to-day
working activities were conducted through daily personal observations and interaction over two
months. Ideas for a new strategic direction and specific possible improvements were shared
informally with many of those interviewed above, as well as with staff in both the Marketing
Department and the sales function under Business Development.
Some of the strategic suggestions are already being tested, including the effort to more closely
align the Sales and Marketing staff behind the business plan. Sales staff has also begun to test
the recommended tools from The Advisory Board for prioritizing marketing work. Thus, the
beginnings of collaboration have begun, and the first steps have been taken to transform the
LMHS marketing function from a focus on production of communications to a more strategic
system wide marketing organization closely aligned with the business plan.
2
EXECUTIVE SUMMARY
The purpose of this system wide marketing plan is to align the resources and output of the
marketing program with the Mission, Vision, and Strategic Plan of Lee Memorial Health System
to ensure the resources are directed to garner desired growth and profits, and to increase positive
internal and external customer relationships. The plan is designed to provide a new strategic
direction for the marketing staff and the departments they support and to increase the LMHS
position as the premier healthcare provider in Southwest Florida.
This plan is a substantial beginning for a multi-year effort that will allow LMHS to apply the
most advanced marketing principles and practices that can have a significant impact on LMHS’s
image and its business success.
This plan envisions a major redefinition of the marketing function, increasing both its efficiency
and its effectiveness. Once implemented, with appropriate staffing roles and some re-allocation
of existing marketing resources, it will have the following impacts:
•
•
•
•
•
•
Marketing communications and marketing department activities will align with the LMHS
Strategic Plan and will capitalize on LMHS’s substantial equity and unique position in the
market as a system of care.
The role of marketing will expand to include participation in developing strategic messages
that will benefit the entire system, not only individual business units.
Criteria will be in place to determine what marketing communications are undertaken and to
ensure that all marketing communications are created in a strategic framework.
Processes will be in place to ensure that marketing messages are closely linked to customer
needs and interests for the benefit of the system.
Marketing communications and programs will be measured and evaluated based on ROI or
other measures based on outcomes, not merely activities.
LMHS will invest in developing its brand to establish a brand-proposition for the system that
will be the overarching value and the foundation for all marketing communications.
It is important to note that these significant redirections are the first step toward developing the
nuts-and-bolts marketing (including messages, media, resources and programs) that will be
implemented by the marketing department annually. These changes are essential strategic
departures from the current way of doing business. They will allow LMHS, with its unique
public and community responsibilities, to perform effectively against its regional competitors.
3
ENVIRONMENTAL SCAN
System Background
Lee Memorial Health System is the leading provider of healthcare in Southwest Florida,
having served the citizens of Lee County and surrounding communities for four
generations. After closing on the purchase of Gulf Coast and Southwest Regional
Hospitals, the system now includes five acute care hospitals, a rehabilitation hospital,
children’s hospital, trauma center, skilled care center, and a network of outpatient centers,
employed physician offices, wellness centers and home health care. As the largest
community-owned healthcare system in the area, LMHS is governed by a publicly
elected 10-member Board of Directors and is the largest public system in Florida that
receives no direct tax support. LMHS is committed to providing high quality, cost
effective services.
Since opening its doors in 1916 as Lee Memorial Hospital, LMHS has been at the
forefront of helping Southwest Florida residents live happier, healthier lives. This
commitment to community goes beyond hospital walls and the tens of millions of dollars
in uncompensated care annually that is provided to those unable to pay. It is reflected in
the System’s support of area organizations, promotion of community health education
programs, focus on the overall growth and development of the area’s children, and
dedication to helping our senior citizens live full, productive lives.
LMHS is a progressive, financially sound healthcare provider. With the acquisition of
HCA-owned Gulf Coast and Southwest Florida Regional hospitals, the system has more
than 8,000 employees, 4,400 volunteers, and 1,000 physicians on staff. LMHS is a
member of Voluntary Hospitals of America, Southeast Region, the Safety Net Hospital
Alliance of Florida and the Florida Hospital Association; and is accredited by the Joint
Commission on Accreditation of Healthcare Organizations.
The focus on quality at LMHS has resulted in numerous awards and recognitions
including the Solucient 100 Top Hospitals®, Employer of Choice, and the Franklin
Award of Distinction for the best patient care management system in the entire nation.
LMHS Mission
Our mission, as approved by the Board of Directors, is to continue to meet the healthcare
needs and improve the health status of the people of Southwest Florida by:
• Providing quality primary, secondary and selected tertiary healthcare services in a
personalized, convenient and cost-effective manner with a dedicated healthcare
team;
• Meeting or exceeding customer expectations and addressing the spiritual and
emotional needs of patients and their families;
• Promoting wellness, healthy lifestyles, community health education programs and
a collaborative community effort;
4
•
Maintaining a financially viable delivery system with multiple care sites to
generate the resources needed to make essential healthcare services available to
all, including those unable to pay; and
• Remaining a not-for-profit community healthcare leader and resource.
LMHS Vision
Our vision is to become the best patient-centered healthcare system in Florida, through
balancing quality, access and cost. This vision is supported by:
• A commitment, by the Board of Directors, medical staff, management, employees
and volunteers to excellence in the provision of care and service to our patients
and community;
• The recognition that although we do not provide all possible services, we will
strive to provide the highest quality in the services we offer and will evaluate new
services based on community need and their economic viability;
• The recognition of the importance of our medical staff. We will strive to maintain
open communication and a spirit of cooperation between the Board of Directors,
the medical staff, and management
• The recognition of our employees. We also recognize the importance of open
communication, competitive compensation and quality training so that all
employees are able to perform at a level of excellence.
LMHS Strategic Plan
The strategic plan promotes excellence in each of these five categories:
• Quality
• Service
• Community
• People
• Finance.
The supporting organizational enabling strategies include:
• Operating Efficiency
• Continuum of Care
• Customer Relationships
• Physician Relationships
• Facilities Development
• Safety/Quality
• Foundation
• Workforce Development.
• Information Management
The Key Business Strategies represent areas of strategic focus that are vital to the
continued financial success of the organization and are organized around major service
lines:
• Ambulatory
• Neurosciences
• Cardiovascular
• Oncology
• Children’s Services
• Surgery.
5
Lee County Regional Market Scan
LMHS operates in one of the fastest growing regions of the nation. Lee County’s
population is already 585,608 and continues to be one of the fastest growing regions in
the country, with the Cape Coral-Fort Myers metro ranking in the top ten metros for
growth nationally the last several years. In 2004 and 2005 the Census Bureau ranked
Cape Coral as fifth fastest growing city in the United States.
Inc. magazine ranked us 9th in the nation for medium sized markets best suited for
entrepreneurs (2005). Forbes magazine ranked us second among the Top 150 cities for
job growth (2005). The housing market has ranked number one in the nation for any
metropolitan area for the last two years. The Milken Institute determined Cape CoralFort Myers to be the best performing city for job growth in 2004. The Boyd Study found
us to be 5th in the nation as a desirable corporate headquarters location in 2004.
During the decade of 2000 to 2010, official projections show our population growing
nearly 50%, from 440,888 to 648,400. Recent trends indicate this may be low. The Lee
County age 18-24 year old population is growing about twice as fast as that of the state of
Florida and faster than that of the U. S. averages. Lee County Public Schools have
students representing 159 native countries that speak 98 different languages.
Our age 45–64 year olds represent 25% of the population. Those in this age bracket, in
the middle and upper incomes, are most likely to be the quality conscious consumers
anticipated to be likely users of published healthcare data on price and quality. They are
also typically in need of a greater number of health care procedures than the younger
population. According to The Advisory Board this new type of consumer is more
independent in thought and willing to take time to sift through hospital information to
make health care decisions. As LMHS continues to prepare to publish both pricing and
quality data on the web for transparency and public accountability, this market segment
should be kept in mind. Currently, 26% of the national adult population indicates they
are likely to use hospital ratings to choose a hospital, and 18% goes so far as to say that
they would change hospitals if quality ratings for an institution they patronize were to
fall. (See “Utilizing Quality Data in Hospital Marketing Strategies”, The Advisory Board,
May 31, 2005.)
According to an analysis of IRS data by Gulfshore Business magazine, more of Lee
County’s non-Floridian new residents in recent years migrated, in descending order, from
Cook County, Illinois (Chicago area), Cuyahoga County, Ohio (Cleveland area), Oakland
County, Michigan (suburban Detroit), Fairfield County, Connecticut (suburban New
York City, NY), and Anne Arundel County, Maryland (suburban Baltimore-Washington,
D.C.). While no individual county represented more than approximately 3% of the annual
growth, the historical ties for our region to the Midwest and Northeast continue to be
strong. This can be important in seeking to understand new residents’ health care
benchmarks from personal experience. From a marketing perspective their health care
experience sets expectations our system must meet or exceed.
6
In addition to full-time residents, we have a significant base of part-time residents and
more than two million visitors per year. Two-thirds of our visitors come primarily from
the Northeast or Midwest, and more than ten percent come from foreign countries. We
are, therefore, an international market. The top non-Florida cities from which most of
our visitors traveled mirror that of our permanent population: New York, Boston,
Chicago, Philadelphia, Minneapolis, Cleveland, Detroit, Indianapolis and Providence.
The substantial increases in our population are important to consider for several reasons.
First, very soon, one third of our residents will have been in the area fewer than ten years,
and they will all have a base of experience in healthcare from their previous markets, not
our local market. We must seek to understand the implications of this ongoing
comparison as we design our own marketing and service delivery, and include in our
competitive set the hometown hospital systems our new residents experienced. We do not
know how many of our residents, either full-time or part-time, seek care outside of the
State of Florida, but it may be a substantial number, particularly when the care can be
scheduled at their convenience.
Second, our remarkable regional growth has helped LMHS to experience continued inpatient growth each year, even though our our 2006 market share for Lee County
hospitals before the acquisition had decreased somewhat from a high of 68.34% in fiscal
year 2002. In a November 2005 report to the LMHS Board of Directors, the Strategic
Planning Department found that from 2002 to 2004, while the number of Lee County
resident discharges from any Florida acute care facility grew by 4.5% overall, the LMHS
market share saw a loss of 1.0%. A total of nearly 7,500 cases went outside of Lee
County, a 7.3% increase from the prior year. This trend demonstrates the competition on
the Lee County borders. This analysis documented the annual impact of a 1% market
share loss in key service lines of over $1.2 million in contribution margin and additional
loss in margin.
While the acquisition of Gulf Coast and Southwest Regional Hospitals results in about
95% LMHS in-patient market share for Lee County hospitals, attention should also be
given to the resulting 85% market share of Lee County residents’ hospitalizations. About
11% of our Lee County residents now go outside of the county for their hospital care in
Florida. This out-migration represented 46,455 hospital days, or 15% of the total days
for Lee County residents in 2005. Clearly this is an opportunity for LMHS. In addition,
we do not know what percentage of Lee County residents go outside of the State of
Florida for care.
As growth continues, we need to focus on those expansion areas at the county borders:
• The Bonita market will continue to be split with NCH on the Collier County border.
• The Lehigh market will continue to grow dramatically at build out, and Naples-based
HMA, the owner of Lehigh Regional Medical Center, does have the resources to continue
to expand there should they so choose.
• Cape Coral (expected to reach more than 400,000) will grow significantly toward the
northern Lee border and we will face competition from Charlotte County hospitals.
7
• The new Babcock Ranch community (anticipated to reach 45,000) will be built along
the Charlotte border, with most of the land in Charlotte County, and competition from
both HMA- and HCA-owned hospitals in Charlotte County will continue.
Competition remains keen for the non-acute services in Lee County, where LMHS has a
more modest market share. Should the anticipated regional growth slow significantly,
targeted market share on the Lee County borders and in ambulatory services will become
increasingly important to our future, as regional competition continues in the health care
sector.
Third, the cost of living increases tied to increased recent property valuations have had an
impact on the affordability of the region. We now have a 103 composite score on the
ACCRA cost of living model prepared by chambers of commerce nationally, with 100
being the average for the U. S. While we are higher than the nation as a whole, we are
still positioned as very attractive and affordable to most of the Northeast and Midwest
metros reporting much higher scores. Very recently, our housing boom has abated, and as
speculators retrench, residential permitting shows a significant reduction in construction
compared to recent years. This market adjustment will serve to stabilize real estate
pricing and absorb the inventory of available properties. Many property owners have
sold, or are attempting to sell, to take advantage of value increases and are relocating to
more affordable locations out of this market. This may be an indication that in the future
our region will attract those with higher incomes who will find the cost of living
affordable, as opposed to those who are on modest fixed incomes. On the other hand, it
may be an indication that growth will slow or stagnate. We will need to follow the
implications carefully to fully absorb these current market conditions and relate them to
LMHS marketing.
Fourth, from the perspective of health care payer mix, we have seen that our region is
among the leaders in the state of Florida in the percentage of uninsured, with
approximately 25 percent of our population under the age of 65 lacking any health care
coverage, and many more with inadequate coverage. Analysis of data reported to the
Florida Department of Financial Services by Florida health plans provides useful insights.
According to the Center for Practical Health Reform in Jacksonville, Florida, during the
8-year period between 1996 and 2004, the number of small employers in Florida offering
coverage fell from 266,000 to 123,000, or a drop of 53% (143,000 employers). While the
overall Florida population grew by 3 million during this period, the enrollment in small
group plans dropped 42% from nearly 1.8 million to just over 1 million, or a total decline
in the small group market alone of 760,000 lives.
Increases in premiums have impacted the affordability of coverage for employers and
workers alike. During the last five years, premiums have increased 5.5 times general
inflation, 4.0 times workers’ earnings and 2.3 times business income growth. Recent
research by the HHS Agency for Healthcare Research and Quality found that even large
employers, with at least 1,000 workers, report drops in enrollment of workers eligible for
health plans from 87% in 1996 to 80% in 2004. Researchers note that this trend
underscores recent cost shifts as employers have sought to offset premium increases by
8
requiring larger contributions from workers. This continued pattern of employers
reducing health care coverage of employees, either by dropping their plans altogether, or
by pricing the employee share so high that it is not affordable for lower wage working
families, has increased the burden on LMHS for covering these costs as a safety net
healthcare system. As the Marketing Department improves its ability to target specific
market segments, it will be desirable to target increased utilization by payers with means,
wherever possible, to balance the impact of uncompensated care.
Global Marketing Trends
Changing marketing trends are defining new relationships between organizations and
their customers. These transitions are driving this strategic plan, and can help LMHS to
focus on better understanding and retaining customers, targeting market segments and
even individuals rather than relying predominantly on mass communication, utilizing
broad-based internal and external partners to further the marketing effort, fully
understanding both the local and global market, and utilizing the full power of the
Internet to support marketing and communication efforts.
The three tables below summarize the most significant trends: (Philip Kotler and Gary
Armstrong, “Marketing: An Introduction)
Connections with Customers
Old Marketing Thinking
Be sales and product centered
Practice mass marketing
Focus on products and sales
Make sales to customers
Get new customers
Grow share of market
Serve any customer
Communicate thru mass media
New Marketing Thinking
Be market and customer centered
Target market segments or individuals
Focus on customer satisfaction & value
Develop customer relationships
Keep old customers
Grow share of customer
Serve profitable customers, “fire” losing
Develop customized products
Connections & Marketing Partners
Leave customers satisfaction & value to
sales and marketing
Go it alone
Enlist all departments in the cause of
customer satisfaction & value
Partner with other firms
Connections With the World Around Us
Market locally
Assume profit responsibility
Marketing for profits
Conduct commerce in market places
Market locally and globally
Social & environmental responsibility
Marketing for nonprofits
Conduct e-commerce in market spaces
9
Applying these insights, over the next several years, LMHS marketing has the
opportunity to improve the targeting of market segments and develop long-term
profitable customer relationships. We can strengthen the partnerships we have with other
departments and with the community to achieve our System goals. And we can better
prioritize and measure results to improve the cycle of marketing.
LMHS MARKETING RECOMMENDATIONS
Marketing Purpose: To create and deliver messaging to inspire brand loyalty and
advance the strategic future of LMHS.
Marketing Department Mission Statement: To be the leading healthcare marketing
expert by delivering full-service, cost effective and results-oriented services.
The above Mission and Purpose Statements are the working drafts created during the
Marketing Department’s 2006 strategic planning retreat.
The marketing model in use now focuses on in-house expertise to market individual
components of LMHS and create broad-based community awareness of these
components. The current role of the Marketing Department is linked to its production of
collateral material and communication products on request, including both print and
video. The new marketing model will leverage the expertise of the staff to drive
marketing approaches for LMHS and to tie these approaches to the strategies that have
been adopted by LMHS. By aligning marketing with the business plan, an entirely new
level of marketing strategy can be developed.
The following SWOT analysis of marketing summarizes the current situation for LMHS
marketing. The recommendations that follow play to the department’s strengths,
overcome its weaknesses, capitalize on its opportunities and weaken its threats. These
recommendations are also reflected in the new Marketing Strategic Goals and timeline
that follow.
10
Marketing Department SWOT Analysis
Strengths
In-house creative talent
Award-winning materials
Standards for production
$4 million budget overall
Full service department
Good free-lance support
Strong local vendor support
LMHS quality programs/services
Community growth
Dominant market share
Community awareness products
Weaknesses
Lack of prioritization criteria
Lack of marketability screens
Lack of marketing plan
Lack of ROI methodology
Key vacancies strain remaining staff
Lack of System focus
Silos force isolation of marketing products
Staff as “order takers”
Lack of hospital marketing
Lack of Brand recognition
Lack of targeting tools
Opportunities
Synergy with Sales staff
Market to physicians
Use bvk observations
Complete Branding
Standardize System logo for synergy
Apply screens to prioritize marketing
Develop ROI methodologies
Use marketing staff as team
Marketing as strategic advisors to others
Growth in Outpatient services
Develop System marketing
Threats
Physician expertise not recognized locally
Can’t distinguish LMHS from competition
Regional competitors expanding
Cost of living may slow growth
Top-of-mind awareness dropping
Employee satisfaction scores down
Unknown impact of consumer choice
Increase in uninsured
Residents go outside of Lee County
LMHS has the opportunity to create much greater synergy across various marketing
efforts to benefit the entire “System”. By emphasizing the System as the overarching
principle that ties all the services and programs together, the opportunity to create a “halo
effect” to carry over positive attributes of one part of the system to others, can be
realized.
RECOMMENDATION: Lead with the LMHS System message and look,
even when marketing a particular service line or program.
There are few resources given to market the acute care hospitals. They have lost their
identity in the myriad of service line messaging. These are the most visible opportunities
to connect with our customers, strengthen the desired brand and strengthen the System.
11
RECOMMENDATION: Increase the visibility of the LMHS hospitals in
marketing efforts. Lead with the “System”.
It is critical to note that, generally, marketing materials from the websites to various print
brochures tend to communicate from the internal LMHS structure or hierarchy, rather
than looking from the outside in, as consumers would, and connecting all related
components within the system for a full service view. Sometimes the related services
report to two or even three different departments, making successful integration of the
marketing package even more difficult. This change would be a vast improvement in our
ability to connect with the customer and demonstrate how we can meet their needs.
Also, marketing messages frequently focus on educating the community on technical
details or attributes, facts and figures about the multiple programs of LMHS. Again, this
complexity creates confusion in the marketplace and does not connect to a central
message or messages. It does not result in synergy across the various messages, and it
does not establish clearly the benefits or value to consumers. Research shows that
presenting marketing messages that tout the benefits to your customers, rather than the
attributes of a program or product itself, will result in better connection and market
penetration. Each marketing message should close with an appropriate call to action for
the target audience.
RECOMMENDATION: Design marketing and communications from the
view of the customer or target audience.
Marketing staff has just begun to identify and evaluate tools to better define target
audiences based on profiling or geographic subsets. This new initiative, in cooperation
with the Strategic Planning staff, should continue and be broadly adopted for better
targeting and more cost effective marketing. Solucient has such tools available and a
decision needs to be made about applicability for purchase. Other LMHS resources
should be evaluated to assist in this targeting work, including Decision Support and IS.
RECOMMENDATION: Complete evaluation of Solucient
demographic targeting tools and acquire, or select alternative tools.
LMHS has not conducted System branding work to clearly establish the corporate
identity, so neither marketing nor operations has reaped the benefits of knowingly
supporting a brand promise that builds customer loyalty and focuses all staff on
supporting the brand in each of their customer interactions. When a company establishes
its corporate identity and uses it for marketing, the focus can help to re-create or kindle a
desire for their brand and help to build customer loyalty across the entire spectrum of
products and services represented by the brand.
RECOMMENDATION: Over time, implement a corporate identity
and branding strategy. Both marketing and operations can benefit
from branding, and the focus provided will help to get the best
12
possible results from the marketing plan. This work should best
follow and use the results of the transition workgroups for Corporate
Culture, Community Health Visioning, Campus Specific Clinical
Specialization, and Physician Relations.
Over $325,000 is spent annually for supporting other community organizations. While
the Marketing Director and the Business Development staff do historically meet monthly
to go over the allocations, there has not yet been a strategy to optimize these relationships
as spheres of influence for LMHS. In fact, there are situations where funds are granted
annually and no LMHS representative is actually on the board or a major committee.
Those that do, in fact, have representation from LMHS are not supported with a formal
program of marketing messages and priorities. They can and should be.
Word-of-mouth is one of the top factors in health care decision-making. The opportunity
exists to create an army of LMHS ambassadors in these community leadership roles.
Other corporations do this well, and reinforce their brand in the process. These
representatives can also be called on to be messengers when word-of-mouth
communication and leadership spheres of influence are needed. They should be supported
by a strategic community/public relations plan. Such an effort may best grow out of the
community health visioning process now under development.
RECOMMENDATION: Encourage all senior leaders to participate
in community organizations and support these LMHS ambassadors
with strategic LMHS marketing messages to optimize word-of-mouth
marketing potential.
MARKETING BUDGET
The total Marketing budget for FY 2005-06 is approximately $4 million. (See Exhibit 3,
Marketing Budget 2005-2006.) This includes about $1 million in salaries for the above
personnel, $1.4 million in the department budget for marketing programs and service
lines, $0.3 million for supplies and expenses, and another $0.3 million for the
Relationship Management budget, which is actually staffed and housed in the Business
Development Office. The relationship between Business Development and Marketing is
now under review for increased synergy.
An additional $1 million for FY 2006 marketing and communications has been identified
in various departments’ individual budgets, the largest being in the Foundation and
Human Resources. This represents one-quarter of the total marketing resource base.
Many of these projects are run through the Marketing Department and handled by
marketing staff, but billed to the other departments because they were not budgeted in
marketing. This may not be an inclusive list so total dollars likely are greater.
13
Last year, of the 764 jobs completed, 32% were charged to other departments. In the first
half of FY 2006, the overall volumes are similar, and 38% are being charged to other
departments. This indicates that there is a high demand for numerous smaller projects
that were not budgeted in the Marketing Department as planned, high priority items, and
these are demanding a significant part of the total marketing resource, in terms of staff
time for individual creative design and production.
Within the current fiscal climate, the overall $4 million marketing resource should be
adequate to support marketing needs. If a new strategic direction is pursued, as priorities
with the best return on investment are defined, some reallocation should be expected to
support the new strategic direction and the 5-year System Marketing Plan.
RECOMMENDATION: Marketing dollars should be consolidated
and budgeted in the Marketing Department. Annual reassessment
tied to strategic system priorities, as supported in the System
Marketing Plan, will become a part of the marketing budget process.
CONCLUSION
The Marketing Department and other departments of LMHS that utilize marketing will
all benefit from the System 5-Year Marketing Plan. This plan considers and reflects the
bvk findings and recommendations. The plan includes a proposal to complete a full
corporate identity and branding initiative in the future, and to address the bvk ideas for
nomenclature and system architecture as part of that effort. With the work in process
following the acquisition of Gulf Coast and Southwest Regional hospitals, we will defer
any immediate consideration of those items related to re-naming the system, facilities,
programs, etc. and the resulting architecture. The results of the transition work for
specific campuses on clinical specialization, the organizational culture work, the
physician issues, and the community health visioning work will all be valuable in
supporting a better foundation to discover/establish the corporate identity. Following
that, consideration may return to nomenclature and architecture.
MARKETING STRATEGIC GOALS
Marketing is a component of the Customer Relationship enabling strategy within the
framework of the LMHS Strategic Plan. Additional marketing elements can be found in
the individual plans for Key Business Strategies and other enabling strategies. When
final, the marketing plan details should be incorporated into these other plan components
as appropriate. Staff in the Marketing Department can next develop the tactics and
detailed timetable to support implementation. This will require annual updating.
Marketing at LMHS includes roles for many distinct specialties: sales, public affairs,
media relations, community relations, strategic marketing, communication (internal and
external), creative design and media production including video, graphics, A/V,
14
photography, writing, web design, and other technologies. It requires ongoing support
and interdependent roles from the various operating departments, and most notably, IS,
Strategic Planning, and Organizational Effectiveness. Many of the goals in the System
Marketing Plan can only be accomplished with this ongoing support beyond the
Marketing Department.
GOAL A – Develop the System Corporate identity and reflect the System creative
look and messaging as the foundation of all marketing and communications.
1. Maintain state-of-the-art in-house capabilities for full-service strategic
marketing and creative production including video, photography, graphic
design, web development, and writing.
2. Design the new premier LMHS System marketing brochure. This will be the
platform around which to coordinate and integrate other future materials.
Design flexible templates for standard materials to reduce original custom
design. Prominently lead with the System look and message on new design
and modify design on re-orders. Service line, facility or program messages are
secondary.
3. Use the LMHS logo. Cease design of new logos. Consider eliminating all
other logos in print/video materials as they are created, revised or replaced.
No need to change existing signage at this point. Defer any discussion of
changing system name or logo until corporate identity/branding work decision
is made per #6 below.
4. Establish standards for all future LMHS signage, both interior and exterior.
Joint effort by marketing, facilities and operations. Again, no need to change
existing signage until corporate identity/branding work decision per #6 below.
5. Ensure annual marketing needs of the Key Business Strategies, Enabling
Strategies, and annual Tactics are planned, prioritized, budgeted, implemented
and evaluated using metrics from Goal C.
6. After transition work is done, engage LMHS leaders to consider the benefits
and value to the entire LMHS organization of pursuing a full branding effort
to energize and focus internal and external customers on a new brand promise
that distinguishes us and will endure and build loyalty across all various
contact points in the system.
GOAL B – Cultivate a customer focus and understanding for both
marketing/communications and operations. Identify and understand all desired
audiences, their characteristics and preferences.
1. Design effective community awareness marketing and communication to
reinforce the LMHS System look and messages, including Healthy News.
2. Evaluate Internal Communications strategies based on the results of the
Internal Communications Audit and redesign to achieve desired results.
3. Develop new means of targeting particular audiences including physicians (in
collaboration with Sales staff and/or operations); demographic or geographic
subsets, including new residents; and eventually, individual customers (both
15
4.
5.
6.
7.
8.
former/current patients and potential new ones) using techniques developed
under Goal C below.
Provide marketing guidance to support and measure results of bonafide
customer loyalty programs, including SHARE Club.
Maintain an effective public affairs program that includes media relations, and
enhance support of strategic marketing efforts through earned media.
Enhance the community relations program to encourage LMHS leaders to
participate in community organizations consistent with the LMHS mission
and needs of the strategic plan, and ensure that these LMHS ambassadors are
supported with strategic LMHS messages to optimize word-of-mouth
marketing potential. Develop strategic community/public relations plan.
With IS, continue to review LMHS intranet and internet sites from the
customer’s perspective. Consider content, navigation, style and opportunities
to reinforce the LMHS brand. Use the “outside looking in” approach. Ensure
the “System look” and marketing messaging is consistently incorporated into
websites, in collaboration with department web developers. Develop more
interactive transactions using the successful bill payment model. Consider
audio and video options.
Support the transition work groups with marketing and communications.
GOAL C - Seek and adopt metrics and methodologies for prioritizing, targeting,
and evaluating marketing work to ensure the marketing resources are used in the
most cost-effective and results-oriented manner.
1. Begin to use best practices, such as presented by The Advisory Board, to
identify the most appropriate programs for priority marketing. (This should be
used during the annual planning with service lines to determine what services
or programs meet tests for capacity, profitability and marketability. Services
that do not meet the screen are either folded into marketing for others that do,
as appropriate; become candidates for mass communication means such as
Healthy News or websites; or are not specifically marketed.)
2. Continue to explore and select targeting methods for direct marketing to the
most desirable audience for cost effective penetration. Decide if the recently
demonstrated Solucient tools are to be acquired. Use the selected tools and
evaluated their effectiveness.
3. Adopt a messaging philosophy that includes the system, doctor, service and
patient as key components. (Refer to Exhibit 2.)
4. Identify means of tracking ROI for all marketing projects going forward.
Complete the LionShare New Residents Program ROI contract and report
results. Work with IS to complete necessary work to do in-house cross
matches for inpatient, outpatient, emergency department and LPG utilization
for identifiable target groups, e.g. new residents, SHARE Club, outreach
screenings. Use existing reports on Lee County resident market share and
volumes. Research other best practices for cost-effective ROI.
5. Work toward the use of IS database or web-based technologies to support this
quantitative effort. Utilize support from other LMHS departments including
Strategic Planning, Decision Support, IS, Finance and Organizational
16
Effectiveness as appropriate. Consider Marketing representation on major IS
projects to gain insight in patient/customer data for potential marketing use.
6. Consider long term benefits of individualized customer relations and
marketing through CRM products, either commercially available, or tied to
the long term IS strategy for centralized patient records for all LMHS.
NEXT STEPS
In order to be successful and to achieve the positive results described, these strategic
initiatives must have the full support of LMHS leadership and the board, not only to
begin the process, but also to maintain it. The following approach is suggested.
1. Review draft with SLC and obtain support. (Completed October 31, 2006)
2. Review with LMHS President and obtain support. (Completed December 5,
2006)
3. Review with Board Marketing Liaison and obtain support. (Completed
January 24, 2007)
4. Present to Board of Directors and obtain support. (To Planning Committee
February 8, 2007)
5. Share plan with Marketing Department. (Completed January 15, 2007)
6. Share plan with all departments that use or support marketing. (Scheduled for
Leadership Update March 28, 2007)
7. Consolidate the FY ’07 overall marketing budget, estimated at $4 million, in
the Marketing Department. Reprogram as necessary to support the new
strategic direction. (TBD)
8. Develop marketing synergies with Sales staff for physicians, employers, and
community organizations. (In process)
9. Consolidate marketing and communications from Gulf Coast and Southwest
Regional Hospitals and begin integration of marketing for the newly defined
market. (In process)
10. Evaluate organizational structure and staffing needs to meet the demands of
the 5-Year System Marketing Plan. Consider re-design of positions to support
new needs. (In process)
The marketing function at LMHS can be transformed to a discipline that helps the system
compete in an increasingly complex environment. These initiatives establish new
directions that will lay the foundation for logical, predictable, strategic allocation of
precious resources well into the future with greater return on the marketing investment.
A more flexible marketing program focused on customers will be ready to support any
changing business needs. Complete execution of the plan should result in increased
awareness and utilization of the Lee Memorial Health System and greater profitability.
17
Exhibit 1
MARKETING ORGANIZATION CHART
18
Exhibit 2
S•D•S•P Messaging Philosophy
All marketing communications materials will employ System • Doctor • Service • Patient
messaging philosophy. This framework allows for cross-selling opportunities. It leverages
four components to send one key message and several sub-messages to the target audience.
Specific messaging can provide either “inside-out” or “outside-in” interpretations depending
on the audience, e.g. physician vs. consumer. It enables a consistent marketing framework for
marketing and communications materials.
•
•
•
•
System
o Continuum of Care
o Ability to meet all of the patients’ needs
o Raises overall profile of the health system
o Allows for differentiable service marketing and overall branding at the same time
Doctor
o Lends credibility to the service/product that is being targeted
o Leverages relationships with the physicians
o Brings the physicians to the consumer
o Partnering Opportunities
o Explains why the physician chooses LMHS for his/her patients’ care
o Provides expert opinions
Service
o Explains the service/product/facility we are targeting
o Needs to be audience focused
o Discusses differentiable factors
o Quality & Excellence must be highlighted
Patient
o Need to indicate why the service/product being marketed is important to them
o Provides “Outside-In” viewpoint
o Closing Statement is of utmost importance
19
Exhibit 3
Marketing Strategy Timeline
Purpose of Marketing: To create and deliver messaging to inspire brand loyalty and advance the strategic future of LMHS.
Mission of the Marketing Department: To be the leading healthcare marketing expert by delivering full-service, cost effective and
results-oriented services.
Goals:
A – Develop the System Corporate Identity and reflect the System creative look and messaging as the foundation of all
marketing and communications.
B – Cultivate a customer focus and understanding for both marketing/communications and operations. Identify and
understand all desired audiences, their characteristics and preferences.
C - Seek and adopt metrics and methodologies for prioritizing, targeting, and evaluating marketing work to ensure the
marketing resources are used in the most cost-effective and results-oriented manner.
Key Measures:
1.
Lee County Resident Market Share
2.
Customer Satisfaction
3.
Employee Satisfaction
4.
Return on Investment
5.
Community awareness/preference
20
Exhibit 3
Goal
Strategies
Owner
A – Develop the System
Corporate Identity and
reflect the System
creative look and
messaging as the
foundation of all
marketing and
communications.
1. Maintain in-house expertise
2. Design premier System
marketing piece
3. Lead with the LMHS logo,
review/eliminate other
logos, no new logos
4. Standards for new signage
5. Support marketing for Key
Business Strategies, Enabling
Strategies and Tactics under the
System·Doctor·Service·Patient
messaging philosophy
Anne Rose
Anne Rose
Whitney Andreu
Whitney Andreu
•
•
Whitney Andreu
Whitney Andreu
Service Leaders
6. Complete Corporate Identity
and Branding Strategy
Anne Rose
Jim Nathan
SLC
• New standards set and used
• Annual Plans
• Priority Screens results
• Budget
• Marketing materials
• Results of evaluation
Brand promise completed
Internal and External Roll Out
Brand Audit
Goal Measure
New materials, Brand audit, Fewer logos
21
Measure
•
Budget and staffing plan
Completion of new piece,
standards for new look
New materials developed
Expected
Completion
Date
Ongoing
2/07
Ongoing
2/07
1/07
Ongoing
Annual
Ongoing
Annual
TBD
Exhibit 3
Goal
Strategies
Owner
B – Cultivate a customer
focus and understanding
for both
marketing/communications
and operations. Identify
and understand all desired
audiences, their
characteristics and
preferences.
1. Effective community
awareness Marcom (e.g.
Healthy News)
2. Use Internal
Communications Audit
3. Use targeting tools for
audience segmentation
4. Support and evaluate
customer loyalty programs
5. Effective public Affairs,
both Media Relations and
earned media support for
marketing
6. Recruit and support LMHS
leaders as community
relations liaisons
Anne Rose
Brandy Church
Whitney Andreu
Anne Rose
Brandy Church
Whitney Andreu
•
Community preference
•
•
•
12/06
Ongoing
Ongoing
Whitney Andreu
Karen Krieger
•
•
•
Implementation of changes.
Post audit reviews.
Documentation of new
targeting methods
SHARE Club ROI
Other ROI
Value of placements and
earned media specifically tied
to ongoing marketing
Sally Jackson
•
Annually
7. Websites reflect System
look, message and
customer focus
8. Transition Marcom
Community preference, ROI
Anne Rose
Mike Smith
•
Sr. leaders participate in
community organizations
Strategic Community
Relations Plan
Benchmarking of other
websites
Anne Rose
•Successful Transition
Goal Measure
Measure
•
22
Expected
Completion
Date
Ongoing
1/08
Ongoing
Ongoing
1/08
Ongoing
1/08
Exhibit 3
Goal
Strategies
Owner
C - Seek and adopt
metrics and
methodologies for
prioritizing, targeting,
and evaluating
marketing work to
ensure the marketing
resources are used in the
most cost-effective and
results-oriented manner.
1. Use “Circuit Breaker” tests
per Advisory Board model
Anne Rose
Whitney Andreu
Goal Measure
Measure
•
•
2. Select new targeting tools
Anne Rose
3. Adopt S·D·S·P messaging
Brandy Church
4. Develop ROI measures for
all marketing work
Anne Rose
Whitney Andreu
5. Research in-house data
support potential
6. Evaluated CRM potential,
either vendor or in-house IS
with central patient records
Anne Rose
Anne Rose
Mike Smith
•
•
•
•
•
•
•
•
Immediate review of work in
progress
Use annually in service line
planning
Decide on Solucient tool
Consider other needs
Reflected in new materials
LionShare contract
SHARE Club
IS crossmatch capabilities
Create reports and use for
marketing decisions
Gain familiarity with
products/results; build
marketing needs into IS
ongoing system projects
New metrics, resulting ROI, targeted market share, Lee Residents market share
23
Expected
Completion
Date
1/07
Annually
1/07
Ongoing
1/07
1/07
10/07
2/07
1/10
TBD
POLICY MANUAL
no. 10.36B
supersedes no. 10.36A
-------------------------------------------------------------------------------------------------------------------------------
category:
title:
General Operations
System Marketing Program
---------------------------------------------------------------------------------------------------------------------------------
original adoption:
revision date:
09/26/97
review date:
02/12/09
07/31/98, 07/26/02
---------------------------------------------------------------------------------------------------------------------------------
PURPOSE:
To establish and provide for Board oversight of System marketing and public communications
efforts.
---------------------------------------------------------------------------------------------------------------------------------
POLICY:
The System President or his designee shall be responsible to design and implement a program for
marketing of the System’s services to the public, purchasers of those services, and others who may
use or direct the use of the System’s services. Coincident with the marketing program, there shall
also be a program of public communication complementing and reinforcing the marketing program,
to inform the public and those who may use or direct the use of the System’s services, of the
System’s mission, goals, philosophy, status, and needs, with the purpose of maintaining and
enhancing the reputation and image of the Lee Memorial Health System in Lee County, Southwest
Florida, the state of Florida, and the United States.
---------------------------------------------------------------------------------------------------------------------------------
PROCEDURE:
1. The marketing and public communications program and plans shall be in writing. Portions
thereof which are exempt from public disclosure under the Laws of Florida shall be treated as
confidential. All other elements of the program shall be open to public inspection and
discussion.
2. The program and plan documents or summaries thereof shall be routinely and periodically
distributed to directors when created and as amended or updated. Background documents and
detail shall be available to directors on request.
3. Information deemed confidential shall be clearly marked and shall be treated as such by those
that have been given access to the information.
4. The marketing and public communication program shall be reviewed and approved by the
Board at least annually.
10.36B POLICY 10.36B System Marketing Program.doc
Page 1 of 1
POLICY MANUAL
no. 10.37B
supersedes no.
10.37A
---------------------------------------------------------------------------------------------------------------------------------
category:
title:
General Operations
Display of System Name and Logo
---------------------------------------------------------------------------------------------------------------------------------
original adoption:
revision date:
07/25/97
review date:
02/12/09
07/31/98, 07/26/02
---------------------------------------------------------------------------------------------------------------------------------
PURPOSE:
To provide for prominent use of the Lee Memorial Health System name and logo relative to the Lee
Memorial Health System facilities.
---------------------------------------------------------------------------------------------------------------------------------
POLICY:
The Lee Memorial Health System name and logo and characteristic color combinations shall be
prominently displayed on all exterior signage and appropriate interior areas of all of the Lee
Memorial Health System facilities, unless the Board approves a deviation from this policy.
10.37B POLICY 10.37B Appr 7-26-02.doc
Page 1 of 1
Planning Committee of the Whole
Feb 12, 2009
Informal Marketing Forum
(Kerry Babb, Marketing Liaison)
(Verbal Update)
There is no documentation for this item.
FY 2009 Key Strategic Focus
Financial
Focus
Public
Image
Clinical &
Operational
Effectiveness
LMHS
2009 Priorities
Physician
Relationships
Organizational
Clarity
3
___________________
BOARD OF DIRECTORS
OTHER ITEMS
___________________
BOARD OF DIRECTORS
DATE OF THE NEXT
REGULARLY SCHEDULED
MEETING
PLANNING
Committee of the Whole
MEETING
THURSDAY,
March 5, 2009
1:00pm
2776 Cleveland Ave, Ft. Myers, FL 33901