Presentation given at NE HIMMS symposium highlighting the coordination of Process Improvement and Project Management for an operational project in a long term care facility.

1. An Interdisciplinary Approach to Subacute Census Growth Jim Schneider, MBA, PMP Dana Cartin, PT, MPA Solaris Health Systems Edison, New Jersey

4. Solaris Health System

7. Program Management Office

10. Operational Improvement PI PM Define Goals Business Need Identified Business Need Satisfied Design Performance Measures Establish Baseline Identify Opportunities Recommend Improvements Define Scope Develop Plan Manage Execution Monitor Scope, Schedule, Resources, Risk Achieve Final Result Integrated Approach

11. Case Study The Hartwyck Initiative

16. Integrated Project Lifecycle Project Charter Project Scope High Level Milestones Key Tasks Resources Timeline Process Strategy Marketing Strategy Perform planned tasks Manage Team Expectations Implement approved process changes Implement Marketing Activities Control Schedule Status Reports Status Meetings Control Scope Monitor and Control Risks/Issues Process Marketing Initiating Planning Executing Monitoring & Controlling Closing

25. Communication & Marketing Video Written Material Interviews Socialization Facility Tours Video Written Materials Scripting Education Sessions Education Sessions Video Tools Increase awareness of unique services offered at the Hartwycks External Identify best referral opportunities Physicians Improve staff relations between JFK and Edison Estates Build patient awareness of the Continuum of Care offered at Edison Estates Increased staff awareness of available services at Edison Estates Altering negative perceptions of Edison Estates Internal Staff Strategy Target Segment

27. Outcomes

28. Outcomes

29. Outcomes Estimates based on a 20-day LOS at $400 per day Sustaining an average of 12 new patients per week results in of $4.9 million of revenue