4. Woman’s Path
• Journey from ‘baby hospital’ to
regional referral center for women’s
health
• The opportunity assessment process
• The next era of women’s health
5. About Us
• Nonprofit, community owned
• Largest obstetric service in Louisiana; 18th in U.S.
• $350 million annual revenue
• Annually:
67,000 patient days 8,000 births
127,000 outpatient visits 85,000 pap smears
47,000 mammograms 16,000 specialized home health visits
• Level III regional referral center for obstetric and neonatal care
• LSU and Tulane obstetric and pediatric residency and fellowship programs
• Designated OB and NICU responder in Louisiana’s Disaster Plan
• Magnet® hospital
• 2007 and 2012 Louisiana Hospital of the Year
• Top 100 Best Places to Work in Healthcare every year award has been given
(Modern Healthcare)
6. An Accessible Healthcare System
Main Campus
• Obstetrics • Breast care • Physician offices
• Maternal fetal medicine • General surgery • Pediatric subspecialty
• Reproductive endocrinology • Plastic/reconstructive surgery clinics
• Gynecology • Gastroenterology • Digital mammography
• NICU • Bariatric surgery • Metabolic center
• GYN oncology • Robotic surgery • Research
• Urogynecology/urology • Orthopedics • Retail shops
7. An Accessible Healthcare System
Woman’s Center for Wellness Mobile Mammography Coach
Outpatient services Fitness club • 5,500 mammograms annually
• Physical therapy • Exercise/aerobics classes • 80 mile radius
• Occupational therapy • Cardio & strength • Service provided at:
• Audiology training
Public health centers
• Speech therapy • Indoor jogging track Employer locations
• Warm water therapy pool • Swimming pool Shopping centers
• Screening mammography • Comprehensive weight Churches
• Bone density loss program • 42 cancers detected in 2011;
• Comprehensive weight loss Yoga
• many in advanced stages
program
• Free weights
• Fitness and rehab retail
• Spa
8. Assessing the Opportunities:
What Women Want
Age
20 – 36 37 – 50 51-65
Access to social media, Privacy Convenient location
internet Involvement in care decisions and parking
Amenities Personalized attention Focus on women
Adequate space for Large room, spa-like Information on
baby, guests experience non ob/gyn services
Custom birth plans Compassion, listening
Collaborators in their
medical care
Continuity of care
Told what to expect
9. In Other Words…
• Consider the comprehensive and unique healthcare
needs of female patients
• Understand factors about providers that drive
women’s healthcare
• Increase the level of trust and satisfaction of the
female community
• Abandon a “one-size-fits-all” marketing approach
10. Strategy: Focused Differentiation
• Demonstrated capacity in the past for growth and diversification
Obstetrics Surgical subspecialties
o General surgery
Gyn o Plastic and cosmetic surgery
NICU o Pediatric/neonatal surgery
o Orthopedics
Breast care
• Growth fueled and sustained through excellent medical staff
relationships and referral power Monroe
o Maternal fetal medicine
o Gastroenterology
o Urology
o Cancer services
o Bariatrics
• Key partnerships for specialized Bogalusa
Hammond
services Lake Charles Covington
o Perinatal HIV ‘One Test-Two Lives’
Thibodaux
o CDC/YWCA – breast cancer screening
o Mary Bird Perkins – comprehensive breast center
o DHH/March of Dimes ‘Healthy Babies Are Worth the Wait’
11. Program Development:
Building from a Position of Strength
Level 1
• Built on dominant market share position LEVEL 1
Obstetrics 79% NICU 79%
Gyn 68% Breast 72% GYN
ONCOLOGY
• Major inpatient and ambulatory impact SUBSPECIALTY BREAST
GASTROENTEROLOGY SURGERY
Level 2 LEVEL 2
• Obstetrics
• A subset of core and Level 1 • Gynecology
SUBSPECIALTY NICHE
• Built around 1 to 2 physicians ORTHOPEDICS • Newborn CARDIOLOGY
• Highly procedural/inpatient business Medicine
• Breast
• Significant technology-intensive SELECTED
LEVEL 3
UROLOGY/URO- CANCERS
ambulatory business GYNECOLOGY
SPECIALTY WELLNESS/
SURGERY PREVENTION
Level 3 (bariatric,
cosmetic)
• Focus on population health
• Minimal market penetration
• Oriented around screening and diagnostic services
• Significant ambulatory business
12. Form Follows Function:
New Campus Design Elements
• Allow for growth of core business and strategic • Be convenient and attractive for physicians
expansion into new services
• Provide surgical suites with leading edge technology
• Support space flexibility
• Meet or exceed planning standards for
• Support clinical and physical safety of spaces, adjacencies and connectivity
patients, visitors and staff
• Be aesthetically beautiful and peaceful
• Facilitate exceptional patient and family experiences
from arrival through departure • Minimize traffic overlap of staff, patients, and
visitors
• Support current and future technology
• Provide flexibility for strategic alliance development
14. The Next Era of Women’s Health
• Strategic and financial success will be achieved through
positive patient outcomes, not volume growth
• Strong physician tradition and culture with viable and
effective leadership is critical
• Early adopters of care management using evidence-based
protocols will have an advantage
• Economic alignment with physicians that incentivizes quality
and reduces waste will add greatest value
• Advanced IT systems that provide for data collection and
analysis connected with all care givers to reduce errors and
improve efficiency is a ‘must have’
15. Benefits of ACO Contracting
for Women’s Services
• High volume drives efficiency, better outcomes, and
lower cost
• Niche organizations add value to the continuum and
wrap around core services
• A mini-ACO with aligned incentives
o Patients receive episodic care
o Easy to bundle payments
o Navigators are highly effective