A05: Healthcare Retail Design with Vertical Mindset ......A05: Healthcare Retail Design with...

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A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts TMS Total Management Solutions J.C. Williams Services Toronto J.C. Williams Services Chicago 1327 Jones Drive, Suite 201D 17 Dundonald Street, Suite 300 350 West Hubbard Street, Suite 240 Ann Arbor, MI 48105 Toronto, ON M4Y 1K3 Canada Chicago, IL, 60654 +1 (734) 787-8236 +1 (416) 921-4181 +1 (312) 673-1254 www.WeAreTMS.com A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts 10/3/2012 | 8:00 AM - 9:00 AM | ROOM 329 John Johnson – President Total Management Solutions, LLC

Transcript of A05: Healthcare Retail Design with Vertical Mindset ......A05: Healthcare Retail Design with...

Page 1: A05: Healthcare Retail Design with Vertical Mindset ......A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts TMS Total Management Solutions J.C. Williams

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

TMS Total Management Solutions J.C. Williams Services Toronto J.C. Williams Services Chicago 1327 Jones Drive, Suite 201D 17 Dundonald Street, Suite 300 350 West Hubbard Street, Suite 240 Ann Arbor, MI 48105 Toronto, ON M4Y 1K3 Canada Chicago, IL, 60654 +1 (734) 787-8236 +1 (416) 921-4181 +1 (312) 673-1254

www.WeAreTMS.com A05: Healthcare Retail Design with Vertical Mindset & Effective

HCAHPS Impacts

10/3/2012 | 8:00 AM - 9:00 AM | ROOM 329 John Johnson – President Total Management Solutions, LLC

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About The Speaker

Leanne Chadwick, Sr. Vice President TMS USA Leanne's background includes many years working within the retail industry of a family business and into management. She spent 10 years in the education sector in the United States and Internationally. Leanne brings to TMS a worldwide view developed from years spent in countries such as Australia, South Africa, and most recently Thailand. She served as Co-Chair of the ISB Tsunami Relief Network in Thailand, working with the Thai Government and the King’s philanthropic foundation

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

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About The Speaker

John Johnson, President TMS USA John has over 24 years of retail and new business development experience. He has served on a variety of national advisory boards, including: Philips Lighting (Home Depot Business Development Team), Keebler, Quaker Oats, Gatorade and Ocean Spray. John was responsible for the development of a national retailing program from scratch for Kmart, which was enormously successful. John has worked with clients such as Trinity Health, Ascension Health, University of Michigan, Summa Health, Detroit Medical Center, HFHS, St. Joseph Regional Medical Center and many affiliated physician groups.

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

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SESSION AGENDA

• Introduction: • Learning Objectives • Why Healthcare Retail? • What is Retail in Healthcare Settings?

• The Process • Assess

• Market Trends – Example of Exit Survey Feedback • Market Trends – Example of Competition Survey Plan • Market Trends – Example of Traffic Counts & Impacts • Market Trends – Example of Focus Group Feedback • Business Plans

• Plan • Branding & Appeal • Layout & Flow

• Build • Monitor & Manage

• Strong Systems • “Typical Retail” Visual • The Way It Should Operate

• Outcomes • Q&A

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LEARNING OBJECTIVES

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

• Strong research methods that will produce realistic recommendations and ROI:

– What is the potential

– Who is the customer

– What is the need –etc.

• Concepts for designs, FF&E and “flow” that work for retail in healthcare:

– Valued engineering (ugly out before wears out)

– Maintenance issues

– Maximize Per Square Foot Performance (Efficiencies of Space)

• Get the customers served and registers ringing:

– Time is money

– Creating the "buzz"

– Internal marketing concepts –etc.

• Success comes with sustainable planning:

– Staff training modules

– POS

– Rewards programs

– Clinical integrations –etc.

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Why Healthcare Retail?

HCAHPS, Staff Retention, Campus Experience

The traditional hospital experience

• Clinical

• Sterile

• Antiseptic

The transformation

• Social

• Community focused

• Retail offerings created for patients, staff, and visitors to utilize

Why?

• To improve the healthcare experience for patients

• Provide services to the staff, improving their work/life balance

• Generate additional revenue

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The Process

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

Assess

Plan

Build

Monitor and Manage

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The Process – Assess

Research Your Market We must have an objective, fact-based assessment of the retail potential of hospital facilities that pay back handsomely. The techniques include user surveys, focus groups, and in-person interviews

Analyze the Site Must have “retail eyes” that are able to identify waste or under-utilized space. All too often there is space that is not productive or that can generate high levels of new revenue. We also need insights regarding overall ambiance and experience.

Understand Competition In many locations there can be intense retail build-up, either main street or shopping mall type. This can impact the potential for in-facility retail – but not always.

Calculate Potential Revenue We need to know the retailing potential inside out: Calculate sales revenue, margins, operating expenses, and net revenue for each potential use and tenant. This will give healthcare management an accurate forecast of long-term cash flow generated from retail operations

Estimate Return on Investment The contractor partners give us an estimate of build-out costs. We then can give the healthcare administrators the return on investment (ROI) that the expanded or revitalized retail space will offer

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Assess - Market Trends – Example of Exit Survey Feedback

Does your staff need to stop before getting to & upon leaving campus?

45% Stop Before 86% Stop After

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Assess - Market Trends – How Often Would You Use New Venues

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Assess - Market Trends – Example of Competition Survey & Shopping Patterns Feedback

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

Coffee Shops Daily 4-6 times per Week

2-3 times per Week

Once or less per Week

Starbucks 5.00% 10.00% 22.00% 58.00% Bigby 0.00% 0.00% 1.00% 97.00% Gloria Jeans 4.00% 1.00% 5.00% 83.00% Sufficient Grounds

0.00% 1.00% 2.00% 92.00% Coffee Spot Cafe Other coffee shop or convenience store 4.00% 11.00% 2.00% 76.00%

Totals 13.00% 23.00% 32.00% Stopping for purchase at least 4 times per week 36.00%

Retailers Daily Twice per week 5 -7 times a month

Once or less per month

Target / TJ Maxx / JC Penny 1.00% 10.00% 29.00% 52.00% Wal-Mart / K-Mart 1.00% 29.00% 29.00% 36.00% Barnes & Noble / Bookstore 0.00% 10.00% 17.00% 72.00% Home Depot or Lowes 1.00% 7.00% 29.00% 61.00% 7-11 Stores / Convenience 5.00% 5.00% 20.00% 66.00% Walgreens / Rite Aid / CVS 4.00% 5.00% 42.00% 44.00% Office Depot / Staples 1.00% 2.00% 16.00% 79.00% Multi-store Malls 1.00% 2.00% 32.00% 61.00%

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Assess - Market Trends – Example of Traffic Counts & Impacts

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

Monthly Traffic Values Traffic Value % By TOD Traffic Value % By TypeMorning 1,780 8,901 25,220 35,901 28% 10%Midday 6,676 20,769 12,165 39,609 31% 42%Afternoon 4,945 24,132 24,725 53,802 42% 48%

Totals 13,401 53,802 62,109 129,312

Annual Traffic ValuesMorning 21,362 106,812 302,634 430,808 28% 10%Midday 80,109 249,228 145,976 475,313 31% 42%Afternoon 59,340 289,579 296,700 645,619 42% 48%

Totals 160,811 645,619 745,310 1,551,741

What Is The Financial Impact

What Is the Potential Client Base

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Assess - Market Trends – Example of Focus Group Feedback

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

Feedback and Observations One of the primary themes that emerged in discussions with the clinical staff that we talked with was an expressed need to be able to escape for a brief respite from the stress and intensity of the acute care setting. However, within the Hospital environment many reported that restful spaces to accommodate this quiet and private time are not readily available. Some of the quotations from staff include the following:

“We desperately need good coffee for all shifts”

“I need a place to unwind, have a good coffee”

“The vending room is depressing”

“….someplace that I can go on line and get a latte”

“…..a more convenient place to get a take home meal would mean the world”

“Need a place for a rest, escape, get away”

“Visitors are always asking for a place to get a quick coffee without walking to the cafeteria”

“The gift shop does not carry any items that appeal to us”

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Assess - Business Plans

Potential Sales Volumes • Knowledge of retailing will project sales into the future. This is done on a store by

store and food service unit basis

Potential ROI • A combination of capital costs and revenue/profit forecasts is combined to specify

return on investment. The approach must be conservative

Five-year Plan • Professionally prepared five-year plans show sales revenue, operating expenses by

line item, gross and net profits, and capital costs.

True CODB • Regardless of the potential operating model, i.e. self perform or third party, the cost of

doing business must be reflected within the initial business plan to allow for a fully informed decision.

Professionally prepared business plans based on research and experience are critical in order to support the coming phases of “Plan” and “Build”. The forecasts must be conservative, so that the only surprises are good ones

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Assess - Business Plans

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New Gift, Café, C-Store & Day Sales5 Year Projection

Base Year Year 2 Year 3 Year 4 Year 5 TotalsRevenueSales revenue 3,025,895$ 3,177,190$ 3,336,049$ 3,502,852$ 3,677,994$ 16,719,980$ Day Sales:Vendor Rent revenue 12,557$ 12,557$ 12,557$ 12,557$ 12,557$ 62,785$ Day Sales: Sales commision 19,110$ 19,110$ 19,110$ 19,110$ 19,110$ 95,550$ Total revenue 3,057,562$ 3,208,857$ 3,367,716$ 3,534,519$ 3,709,661$ 16,878,315$

Variable ExpensesSalaries & Wages 635,438$ 667,210$ 700,570$ 735,599$ 772,379$ 3,511,196$ Employee Benefits 222,403$ 233,523$ 245,200$ 257,460$ 270,333$ 1,228,919$ Supplies/Cost of Goods Sold 1,375,903$ 1,444,698$ 1,516,933$ 1,592,780$ 1,672,419$ 7,602,732$ Other expenses 20,000$ 21,000$ 22,050$ 23,153$ 24,310$ 110,513$ General & Admin. Costs 244,605$ 256,709$ 269,417$ 282,761$ 296,773$ 1,350,265$ Total Variable Expense 2,498,349$ 2,623,140$ 2,754,170$ 2,891,752$ 3,036,213$ $13,803,623.98

Fixed ExpensesFacilities rent (capital repay) 56,475 56,475 56,475 56,475 56,475 282,375$

Total Expenses 2,554,824$ 2,679,615$ 2,810,645$ 2,948,227$ 3,092,688$ 14,085,999$

Net Operating Income 502,738$ 529,242$ 557,071$ 586,292$ 616,973$ 2,792,316$

Net Operating Margin 16.44% 16.49% 16.54% 16.59% 16.63%

Square Footage 1,255 1,255 1,255 1,255 1,255 2,411$ Sales Per SF

5 Year Total Operating Income + Rent 3,074,691$ 5 Year ROI

2 Year Total Operating Income + Rent 1,144,930$ 2 Year ROI

Cost to Build 1,255 sf Retail Space 340,700$

Staffing Model Payroll Totals 635,437.94$

Staffing Model Benies Totals 222,403.28$

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Assess – Who Is The Customer?

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70 – 75% Staff

20 – 25% Visitors

5 – 10% Patient

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Process – Plan

Potential space planning from Patients, Staff, and Visitors surveys: Based on the focus groups, on line & physical surveys, plus the ‘hard numbers’ on in-institution spending potential, we will be able to translate this into dollar sales potential, and then into sustainable square feet of retail, food service, and personal services space. DON’T OVER BUILD! Block Plan Space Usage With hospital management we need to identify and review what space is available. Then a block plan of what types of retail and service uses will fit is prepared for discussion and approval. THE POTENTIAL & NEEDS DRIVE DESIGN, NOT THE FOOTPRINT OF AVAILABLE SPACE.

Identifying Retail Mix and Concepts Once the block plans are approved, The Team can make valuable, sustainable suggestions for several retail mix plans that includes options for self-performed operations and potential tenant leases. SOLID BUSINESS PLAN DRIVES SELECTIONS.

The results from the ‘consumer’ research, site, and competitor assessments are used to identify opportunities and the scope they would form

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Plan – Branding & Appeal

Confirm Strategy and Brand • Create a strategic direction and theme for the retail area • Fit with the brand-promise of the hospital • Consider the role retail will play in the the total hospital experience

Prepare Physical Plans • Ensure a creative yet practical retail experience. We understand the big picture and also

all the details

Add Creative Design • The days of “hospital green” and terrazzo floors are long gone. Your retail areas must be

functional, welcoming, interesting, and creative. Special designs can stimulate patients and improve their stay. Staff will love it

Prepare Architectural Designs • Municipal regulations are met along with building codes, safety issues, and LEED

standards

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Plan – Who’s Brand Is It?

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Plan – Who’s Brand Mission Is Being Delivered?

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Plan – Who’s Brand Mission Is Being Delivered?

Monday, Sep 19, 2011 08:01 AM EDT Why children’s hospitals tolerate McDonald’s There's a childhood obesity epidemic, yet top medical centers welcome fast-food restaurants. Why? Follow the money By Rahul Parikh Salon Media Writer

…..one parent observed that “McDonald’s is the only 24-hour food source. (Odd, since their food puts people in the hospital.)” When “Super Size Me” director Morgan Spurlock learned about the McDonald’s at a highly regarded Children’s Center, he called it “utterly irresponsible” and “a flagrant violation of the doctor’s pledge of “Primum non nocere” (First, do no harm.)

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Plan – Your Brand Within Your Brand

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Plan – Your Values Within Your Brand

"Open your arms to change, but don't let go of your values." –

Dali Lama

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Plan – Layout & Flow

Within the physical design plan is the need for experienced Retail Minded team members that can create a space that merges well with Healthcare’s Mission

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

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Process – Build

Retail minded contractors are critical for ensuring that the retail concept plans get built, are installed, and operate as envisioned

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Process: Monitor and Manage Operations – Strong Systems

A strong Point Of Sale System is the backbone to sustainable operations & performance

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The “Typical Retail” Visual: Each With Their Own Mission, Design, Operations, Staff Models, Etc.

SUE’S GIFT SHOP

Gourmet Café

Motor City

Bakery

C-STORE / VENDING

TOM’S COFFEE

•Difficult to track losses or success

•Hit and miss experience

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The Way It Should Operate

Coffee/ Cafe

C-Store

Gift Vending

POS

Reporting

Systems

Product

Offering

Staff

• Staff Enjoyment

• Positive Campus Experience

• Sustainable Business

Model

Strong systems & reporting for

sustained success

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Typical Hospital Gift Shops

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Examples 0f Effective Outcomes

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Typical Hospital Coffee / Café

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Examples 0f Effective Outcomes

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Examples 0f Effective Outcomes

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In Summary: How Does Effective Healthcare Retail Design Impact HCAHPS?

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

The Relationship between Employee Satisfaction and Hospital Patient Experiences Spring 2012 ……….Health care is an enormously people-intense industry, and the importance of employees can hardly be under- estimated. ………health care requires employees to be very engaged and to perform at the highest level in order to ensure patient safety and satisfaction. ……….. retention of top talent is essential to meet the demand for quality patient care. ………. turnover is attributed to job stress and burnout ………. Patient experiences will not be good if employees are not happy.

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In Summary: How Does Effective Healthcare Retail Design Impact HCAHPS?

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In Summary

A05: Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts

• Solid Planning • Viable Financials • Valued Engineering • Good Reporting • Desirable / Quality

Products • Sustained Outcomes • Strong Management

= • Double Digit ROI’s • High Staff Satisfactions • Traceable Data / Success • Community Impact • Positive HCAHPS Impact • Increased Gifting • Increased Capital • Sustainable Retail

Department Structure

Healthcare Retail Design with Vertical Mindset & Effective HCAHPS Impacts