HPA - Healthplex Associates

Healthplex® Associates has a respected track record in consulting
and management of hospital and health system based wellness centers including:
• Exceptional management systems of Wellness Center operations
• A track record of accurately forecasting membership demand
• Expertise in pricing strategies
• An innovative system for comprehensive clinical integration between the
wellness center and clinical departments
• Financial expertise in the fitness industry to assure proper reporting and MIS
system management
• Innovative systems, programs and services to assure that the wellness center
meets the health needs of the community in a business model that provides
viability for the parent institution and its mission well into the future
• Dynamic customer service initiatives to assure an outstanding customer
experience for the wellness center members and guests
background
Healthplex Associates, Incorporated, was originally created as a wholly owned subsidiary
of Crozer Keystone Health System (CKHS), a five hospital, not-for-profit health system located
in Springfield, Pennsylvania (suburban Philadelphia) in 1996. At the outset, the Company
was formed to own and operate CKHS’s Springfield wellness center. Because of the national
attention drawn to this original Healthplex, the team began to consult with healthcare clients
around the country. The company grew substantially since its origination and was ultimately
spun off from Crozer Keystone as a privately held firm in March of 2005. With a client base
of over 400 hospitals and health systems throughout the United States, HPA continues to play
a major role in making our nation’s healthcare system more proactive.
corporate philosophy
Fundamentally, the Healthplex team believes that in order to be most effective in improving
the health of the communities we serve, fitness should be part of the mainstream medical continuum.
Our vision is to become the premier management services organization for our partners in clinically
integrated, medically based fitness centers. We will accomplish this vision through controlled growth,
service excellence and long term relationships with our healthcare partners.
We do not seek to become the largest firm in the industry, but we will maintain a passion
for being the highest quality.
We will be known for innovation in clinical-fitness integration and research; profitable retail
operations; high tech/high touch approaches to medically based fitness and in each market we
serve, we will make our partner’s facility and programs the premier provider in that community.
Our long term success is tied to the long term success of each of our partner’s projects.
Our core values include:
• To improve the quality of life in the communities we serve.
• To place the needs of our healthcare partners first.
• To assure integrity of the care and service we provide.
• To maximize clinical healthcare integration.
• To be the leader in innovative, cutting edge services and programs.
• To be inclusive (serving all healthcare constituents)
in the services we provide.
• To meet or exceed business plan projections
for membership volume and revenue.
our team
The management team of Healthplex is made up of some of the most
experienced experts in the field of medically based fitness. Few management
firms can boast of the experience in healthcare, clinical services and
operations of medically based fitness centers as Healthplex® Associates.
Stephen A. Robbins, Esq. is the President of Healthplex® Associates and
a recognized pioneer in the field of medically based fitness. As President of
Healthplex, he guided Crozer Keystone Health System’s development of the
award-winning center in Springfield Pennsylvania from a dream to its reality
of a complex that now exceeds 330,000 square feet. In 2000, the Healthplex
won Medical Fitness Association’s award for excellence. Healthplex Associates
develops and manages medically based fitness centers throughout the U.S. Mr.
Robbins received his undergraduate degree in Accounting from Ohio State
University, his MBA in Health Administration from Temple University and his
law degree (JD) from the University of Akron. He has over twenty-five years of
experience in various healthcare leadership positions including as the CEO of
several hospitals. Mr. Robbins has been the leading force in a wide variety of
hospital fitness centers and a well-known lecturer on the subject.
Mark A. Nadel, FACHE, Managing Director and Partner, is a Fellow
of the American College of Healthcare Executives. He is board
in healthcare administration and a former hospital CEO
with over ten years consulting experience in medical fitness. Mark
has a Master’s Degree in Health Services Administration from Xavier
University and has been a guest lecturer in the program. He has
worked with over two hundred hospitals in developing ambulatory
care and medical fitness facility wellness strategies. He was
presented the 1999 Xavier University Graduate Program in Health
Services Administration Alumni Association Distinguished Service
Award for contributions in the fields of disease prevention and health
promotion.
Donald Doyle, Vice President, Operations, is a seasoned veteran
of the health and wellness industry. He has been involved in
club operations for over 20 years and has been responsible for
implementing many successful growth and development strategies.
Don has been a featured speaker at IHRSA, Club Industry, and
Medical Fitness Association’s annual conferences. His topics include
developing effective programming and bridging the gap from clinical
services to retail wellness. He holds a BS in Biology from LaRoche
College and a M.Ed. in Exercise Physiology from Slippery Rock
University.
Lynn Robbins, CPA, MBA, Vice President, Client Support Services .
Lynn holds a BS in accounting from Widener University in Pennsylvania
and her MBA in Business Administration from the University of
Delaware. Formerly, she was an auditor and CFO of several
different companies. She built (and later sold) a large (11 person)
private accounting practice. Lynn is responsible for a wide variety of
administrative functions for HPA including Human Resources as well as
accounting, MIS and financial support for HPA’s managed sites.
Kristine Drinovsky, Assistant Vice President,
Operations, has managed all aspects of
Health and Wellness facilities for more than
20 years, including Tennis and Fitness
Centers in Iowa, Minnesota and Nevada.
She previously served as the Executive
Director for YMCAs in Southern California.
In New Jersey, her medical wellness facility
was awarded the coveted 2004 “Best
Health Club in the Nation” award by the
Medical Fitness Association (MFA). Kristine is a certified personal trainer
and group exercise instructor, a graduate of the IHRSA Institute for
Professional Club Management, and the winner of the HPA Beverly Slavic
Award of Excellence. She holds a BS in Recreation Administration from
Oklahoma Panhandle State University where she played NCAA Division II
basketball.
John Douthitt, Assistant Vice President, Guest Relations Services,
has been involved in all aspects of the health and wellness industry
since 1992. John began his career with the Four Seasons Resort
and Club in Irving, TX serving various positions including Fitness
Director and Spa Director before moving to the Baylor-Tom Landry
Center in Dallas, TX as the Service Director. John was instrumental
in the development and implementation of HPA’s Member Retention
program, and was a facilitator of the Baylor Healthcare System’s
employee customer service training program. Prior to joining
Healthplex Associates, John served as the Assistant General
Manager of The Houstonian Club in Houston, TX. John has been
active within the health and wellness industry serving as a delegate
to IHRSA’s Annual Summit for a Healthier America. He holds a BS in
Kinesiology from the University of North Texas.
market analysis
Our approach to feasibility is highlighted by a third party demographic
analysis based upon a variety of factors that go beyond the simple age, sex,
and income variables. The independent firm that performs our research has
conducted dozens of these studies using socioeconomic factors that have
a tested relationship to the propensity of the consumer to join a medicallyaffiliated wellness center. HPA’s senior staff has been performing this type of
study successfully for more than twenty years.
Once the study is conducted, we use our own proprietary model for developing
a proforma financial analysis. As operators of medical wellness facilities for
more than twenty years, we know what is realistic and achievable. Further,
as an operator, we know that we will be accountable for the results and our
projections need to be realistic.
feasibility and market research phase
In conjunction with a nationally recognized market research firm, HPA offers
solid analysis of the potential market for health and wellness as well as the
competitive environment. Building a reliable base of information is essential to
success and is the heart of the strategic plan. Our principals have completed
over 400 such studies, offering proven guidance.
feasibility study components:
develop a preliminary estimate of the construction costs for the proposed center.
• Fitness center competition analysis: Once a site is chosen, Healthplex® Associates
will determine its market service area and “shop” any existing competitors. These
will then be rated and factored into the market projections.
• Project cost summary
• Demographic analysis of the site selected: Healthplex® Associates provides
an analysis of the demographics that would potentially support a center. Our
methodology includes a detailed review of the area population and measures the
propensity for joining a hospital affiliated center including the differentiation from
a retail center based on a wide variety of parameters. We look at individual life
style characteristics as well as such factors as income, distance from the site, etc.
using a proprietary model which has been applied in over 400 such studies. Once
we determine the market potential, we then use the model to predict an actual
penetration rate and resulting club membership.
• Interviews with key stakeholders: Our senior consultants will meet with the
leadership of the client to determine such things as understanding of the concept,
support for the venture, financing parameters, clinical issues such as desired new
services or the need to expand existing services, etc.
• Description of project and rationale: Once the market research is completed and
Healthplex Associates has identified key clinical issues for the client, we provide
a description of the proposed project to include recommended size, scope and
facilities. This will be accompanied by an explanation of the need and rationale.
• HPA prepares the preliminary wellness center financial pro formas including:
• Space requirements
• Five year operations summary
• Membership summary (suggested rates and membership numbers)
• The financial section of the feasibility report will focus on the impact of the market
research and the building costs on the operating performance of the wellness center
operation. Based upon our experience in club management, we can predict
both the annual revenue streams and the operating expenses to provide proforma
operating statements (for the “retail” business). HPA also provides detailed staffing
patterns and compensation recommendations.
• Where a business strategy and structure for financing is needed, HPA acts as
an “owner’s representative” to provide advice on any partnership or joint venture
under consideration, as well as on the organizational structure issues that result from
developing the business. Clients will ultimately need to seek their own legal counsel
on these issues, but we bring our experience to assist with the analysis of different
operating models.
• Discussion of clinical service component: Based upon interviews and our analysis
of your strategic plan, we provide guidelines for the development of clinical services. The key at this stage is to identify the focal points of clinical services that fit the needs
of the hospital and to gain the optimal support of the leadership.
• Financing: As noted, through the interview process, we attempt to determine
the financing parameters that the client has for the project and work with the key
financial leaders to select the appropriate vehicle. Because we are actively involved
with a number of clients who are developing projects, we are able to offer advice
on capital sources from a number of firms that are specifically interested in the
Healthplex genre.
• Preliminary sizing: Working with the client’s architect, we help to provide a model
floor plan for a center which fits the client’s specific needs and is responsive to the
market.
• Education of key stakeholders: At various points in the process, it may be desirable
to have us provide a general education session of medical staff leaders, board
members or management. • Preliminary medical office space analysis: Healthplex Associates works with the
planning team to provide an estimate of the clinical space needed in a proposed
center. This will include space for physician’s offices as well as other health services.
• Project cost estimate: Working with the client’s choice of builders, we will help to
clinical services analysis
design phase planning assistance
Most healthcare providers considering the establishment of a
wellness center are focused on how the proposed center will
enhance their already existing clinical services. In particular,
HPA has found that physical medicine (PMR) and cardiac
rehabilitation services operating in close proximity and in
coordination with the wellness center experience
increases in volumes and lower overhead expense. This has
occurred even in markets where the hospital is a sole community
provider.
Designing a center is a unique skill, and designing a facility that will
and
effectively meet patient care needs is an even more daunting task. Because our
team consists of both end users as well as people who have been involved in the
design of these concepts, we believe it is essential that we participate early and
often in this process. Further, the design must
the clinical objectives of the
sponsoring hospital. This requires a team with dual expertise, i.e., knowledge of
the club industry as well as healthcare. Our team is the ONLY one with strength in
both areas.
HPA provides this additional analysis to provide management
and governance with an important part of the true picture of
the impact that a wellness center would have on the community.
The analysis involves the following components:
conducts a study using the
• HPA’s third party demographic
Thompson-Reutersdata base to determine the size and scope
of the potential market for Physical Medicine and Cardiac
Rehabilitation services in conjunction with wellness center
operations.
• Utilizing the data from the feasibility study, HPA works with
the client’s clinical staff to determine a realistic analysis of the
impact of the wellness center on departmental growth.
• HPA then develops a
clinical services.
year operating pro forma for the
There are several key issues to be aware of during the design phase. Obviously,
one must know the projected number of end users (members, patients, guests)
at maturity to provide the overall size of the center; however it is critical to have
a clear vision of how clinical integration is to work, what programs are to be
emphasized, and what types of venues and equipment will be present. These
factors will
the layout of the facility as well as many building requirements.
During the design and construction phases of the project, HPA typically assists in the
coordination of all of the major meetings. We attend monthly meetings in person
and monitor all development aspects.
As purchasers and users of the equipment in our own facilities, we are required to
equipment. Members
stay in close contact with all of the major vendors of
of our
staff monitor new technology and trends closely. Our staff has
successfully opened a number of facilities and our implementation team has
developed a process for equipment and facility start-up. The Healthplex team
maintains a preferred relationship with several key vendors, which guarantees
our clients the lowest pricing as well as support for research and testing of new
equipment and methods.
We also believe that the client’s clinical leaders should be involved in equipment
selection to assure that the items selected will best serve their clinical needs.
While “retail” needs are important, they can be effectively meshed with clinical
considerations.
operations management
Operating a successful wellness center requires a different skill set from that which many traditional healthcare
providers have. To be successful, a retail mindset and orientation is necessary. At the same time, no health provider
wants to operate their center as a strictly “commercial gym” without the sensitivity to patients and the mission
orientation of healthcare delivery. The Healthplex team believes that our strength lies in our partnership approach. The management team, through the
General Manager will not only report regularly, but also interact with the Hospital’s leadership on a daily basis. Our
senior operating team is on site at least monthly and more often when needed. Weekly operational conferences are
also held with the management group and HPA’s operational team utilizing LiveMeeting or conference calling as
appropriate.
Each project is unique to the community and the strategic plan of our healthcare partner. Our approach to day-to-day
management and reporting is uniquely designed to meet the needs of the client. Our general manager (site manager)
typically reports to an appointed liaison for the hospital on wellness center issues on a daily basis and also maintains
a direct reporting relationship to the senior operational leadership of Healthplex Associates.
Healthplex has extensive experience in the development and application of innovative programming and developing
therapeutic memberships. Recognizing that this type of project provides the community with a continuum of health
prevention, fitness and rehabilitative programs, the Healthplex team is committed to working with our client and
its medical staff to develop and implement tracking programs that evaluate the longitudinal effects for the fitness,
education and wellness efforts of the center. In addition to having our own operating systems and manuals, we have our own quality assurance program that
performs an in-house accreditation style review of operations to assure that we are meeting our own tough standards. HPA’s leadership constantly seeks members’ input and feedback through a number of initiatives, but to make sure that
we maintain high levels of customer service, we have our own training programs led by an experienced customer
service professional and we perform a formal member survey annually to find out what how we can better serve our
members.
phone meetings to review operational developments by discipline.
6. MIS systems for managing wellness centers are a unique genre. An effective system must track sales, leads, process
credit card and payment information and track member activity. Merely purchasing the software is only the beginning. HPA has the in-house expertise to set up and manage the system.
7. Equipment selection requires knowledge of both the current trends consumer preferences and quality. HPA constantly
monitors these issues and also is able to negotiate significant industry discounts for our clients, leveraging our national
buying power. 8. Accounting systems are different for wellness centers. HPA manages this for our clients and once the system is
initially set up, we centralize it and manage from one location (“cloud based”) to afford our clients substantial savings.
9. For new centers, HPA oversees the design, development and building processes, acting as the “owners rep” during
this period. Ask our clients... we save them a ton of money and hassle.
10. HPA has the talent to produce our own unique specialty programs. We develop programs for member orientation,
cancer care, weight control, etc. that we have used and that are tested. Our markets are widely different which
means that our programs have to work in a variety of areas.
11. HPA has our own:
• QA/accreditation expert; we conduct this internally at no extra charge to our clients.
• Human Resources Department;
• Accounting, and payroll services; • Annual member survey with a data base of 1000’s of surveys;
• Policy and procedure manual(s) needed to manage this business;
• In house guest relations specialist. 12. Marketing is often a difficult area for our clients. A wellness center must be positioned carefully in the marketplace
to differentiate it from a commercial center, while generating retail sales. HPA has this unique experience and
expertise.
Many clients ask themselves “Why do we need a management company?” HPA believes that there are several
reasons to consider:
1. A national company will have access to a deeper pool of talent. If you hire directly, you have one manager. With
a management firm you get a team with a wide variety of expertise.
2. Employee cost: When hospitals, health systems or universities hire directly they are locked into wages and benefits
scales that reflect a completely different labor market. 3. On going oversight; our senior team is in contact with our centers at least weekly (usually every other day) and on
site at least monthly (more if needed). That type of “hands on” management brings a unique (and necessary) focus
to the project.
4. HPA has the ability to implement industry competitive compensation programs. People in this industry are
accustomed to highly commission based pay (pay for performance) consistent with the “retail” character of the
business. That is not something that most hospital/university HR departments want to be involved in or have the
expertise for.
5. On going management training for our local leadership teams. HPA holds its own annual conference and monthly
13. Our senior staff are former hospital executives; we understand the mission as well as the activity of running a
wellness center.
14. HPA has the industry knowledge and management expertise to make the center a success in the competitive
marketplace.
medical/clinical integration
•
Exercise for the physically disabled.
•
Diabetic exercise and lifestyle support.
Recognizing that this project must provide the community with a
continuum of health care and prevention, fitness and rehabilitative
programs, the Healthplex team is committed to working with the
client and its medical staff to develop and implement programs
that create long term effects for the fitness, education and wellness
efforts of the center. •
Asthma control for children.
It is the integration between fitness and clinical/medical services
that is the foundation of the Healthplex concept. Our basic model, particularly in today’s healthcare reimbursement
environment, is to transition from traditional healthcare services
such as rehabilitation, to a safe, supervised and self-managed
fitness program. In addition to PT, OT, orthopedics, cardiac
rehabilitation and return to work programs which are common
in these centers, examples of other uniquely integrated programs
include the following:
•
Arthritis programs including warm-water aquatics and
pediatric arthritis.
•
Developmentally Disabled Exercise
•
Cancer Rehabilitation and Conditioning.
•
Pulmonary Rehabilitation and conditioning
•
Weight Loss and Weight Management
•
Women’s Health Services
A successful wellness center needs a “point person” who is
responsible for leading the efforts to achieve the kind of medical
integration that the client’s leadership seeks. While this is the
responsibility of all of the professional and leadership staff in the
wellness center, without an individual to coordinate the effort,
patients and consumers who seek something more than a “gym”
will get lost. For this reason, our operating model includes a
designated individual that we have titled “Clinical Integration
Coordinator”. This individual is responsible for implementation
of our HPA wellness programs, outreach to physicians and
community groups and to coordinate the flow of patients from key
programs such as cardiac rehab (phase II), physical medicine,
diabetes, etc. HPA tracks the patient flow monthly and constantly
searches for ways to improve the pathways.
This unique approach of how we manage and operate our
centers are the core of why we believe HPA is a leader in the
industry.
staffing
One of the problems that many clients experience in operating wellness centers is the staffing structure for the center. The operation of
a wellness center is a different industry in many respects than a hospital and the staff is compensated in ways that are foreign to most
hospitals. For this reason, Healthplex Associates typically provides the staff for its centers. We can do this more cost effectively than our
clients and the savings are passed on directly.
Each budget year, HPA provides the client with a detailed “Position Control Chart” (PCC) detailing positions, hours and compensation of
the proposed staff for the center. Our clients must agree and approve the PCC before any slot is filled. Managers are selected based on
experience and qualifications with an emphasis on marketing, customer service, sensitivity to patient care and fiscal skills. All of the staff
will have access to the rich resources of the company including clinical, financial, sales and operations. All employees hold their positions
subject to the approval of the client.
training and education of staff
Healthplex® believes that developing a customer responsive approach to operations is a complex set of strategies that must begin with the
recruitment process. Because of this, we will only attempt to highlight the major aspects of our approach:
• Careful screening of applicants.
• A strong orientation program with clear expectations, including a management training program to develop talent with our values and
approach.
• Incentives for professional staff and membership services staff which rewards customer service and initiative. HPA’s compensation
program is heavily weighted toward commissions and performance bonuses.
• In-service training to reinforce expectations.
• Healthplex stresses that managers lead by example.
• Career opportunity through our network of managed clubs.
Our centers operate with an expectation of lower turnover rates in membership than the traditional health club norm. We believe that our
ability to achieve this has been a testimony to our successful training program.
operating policies and procedures
Healthplex has a standard policy and procedures system; safety and risk management system; sales system; employee handbook; and
other operating systems, all of which are continuously reviewed and revised as appropriate. We have a track record of adapting these
systems to the needs of the partner and the community we serve. We encourage the general manager to use his/her judgment to modify
policies for the local site.
a passion for excellence
Healthplex Associates was established to assist healthcare providers in making disease prevention and health promotion
components of their continuum of care. In
1996, the Surgeon General of the United States called for a paradigm shift in our thinking; moving from a reactive approach to health care delivery to a proactive preventive
approach. We believe that the Healthplex concept is just what the doctor ordered.
The ultimate success of the wellness center will depend in part upon creating an attractive facility that is properly sized to accommodate market demand. However, the most
critical success factor will be how the center is managed after opening day. A client that has set high goals to be the leader in clinical integration and community health
improvement can best achieve this objective with proper planning and assistance from people who understand both medical
as well as healthcare delivery.
and facility management. Our approach is designed to minimize risk
Healthplex Associates has presented its approach to project feasibility, clinical business planning,
of the center underperforming and to maximize the center’s
to the community by bringing proven knowledge, expertise and leadership to the Center. We are proud of our
in the following:
• Experience in the successfuldevelopment and operation of numerous clinically integrated medical
centers.
• Senior leadership composed of former hospital CEO’s, and other key healthcare executives.
• A track record of success.
• The ability to attract “the best and brightest” facility management talent.
One thing that is not captured here, as no written document could, is our total dedication to our projects and to our client’s mission. Having been involved in pioneering the
throughout the country, the HPA team has a strong sense of mission. All of us at Healthplex Associates truly feel that we become a
concept of clinically integrated medical
part of our client’s family.
As operators (and former hospital administrators) we know that our clients are depending on an accurate projection of project cost and
performance. We also expect
the client to hold Healthplex Associates accountable for delivering expected results through its management of the facility. As a former division of an integrated healthcare and
environment. This experience will enable our clients to enhance the quality
hospital system, we fully understand the healthcare culture and the clinically integrated medical
of life for those they serve, expand the continuum of care and improve the overall health of the community. Because of our backgrounds in health care delivery, focus on clinical
integration, and willingness to offer a risked based rather than
fee management contract, Healthplex Associates is unique in the wellness industry. We are proud to work
together with our clients for a healthier community.