3. BETSY JOHNSON HOSPITAL
our flagship hospital in
Dunn, established in 1937
• 101 beds
• Emergency Medicine
• Surgery
• Medical Imaging
• Labor & Delivery
• Medical Nursing Unit
• Pediatric Nursing Unit
• Critical Care Unit
• Rehab Services
4. CENTRAL HARNETT HOSPITAL
our new hospital in Lillington,
opened January 18, 2013
• 50 Private Rooms
• Emergency Medicine
• Same Day Surgery
• Outpatient Diagnostics
• Medical Imaging
• Medical Nursing Unit
• Telemetry Rooms
• Inpatient Rehab Services
5.
6. $120 Million Investment in
Facility Improvements
• New Hospital in Lillington
• Inpatient Tower in Dunn
• Women’s Center
• Pediatrics
• Emergency
• Surgical Suite
• Rehab Center
• MRI
• CT Scanner (64 slice)
• Nuclear Medicine
• Digital Mammography
• Wireless Cardiac Monitoring
• Electronic Medical Record
• Hematology/Chemistry
Analyzers
• Medication Administration
Systems
• Telepsychiatry
7. Harnett Health
Primary Care Services
6 Primary Care Practices:
Angier Medical Services
Coats Medical Services
Dunn Medical Services
Lillington Medical Services
Harnett OB/GYN
Premiere Pediatrics
1 Primary Care Partnership
with Campbell University:
Campbell University Health Center
8. Harnett Health
Outpatient Centers
Benson Rehab & Wellness
Breast Care Center
Cardiac Diagnostic Center
Cardiac Rehab
Lillington Rehab
Outpatient Rehab
Wound Care Center
9. Harnett Health Foundation
• County-wide philanthropic
entity for Harnett Health
• Vehicle for channeling
community support into
needed new facilities and
services
• Healthcare foundations
comparable to College and
University foundations
• Means of promoting value
proposition of Harnett
Health; telling the story
• Council of Advisors
10. Our goal is to build
a Top Tier Local
healthcare system
that is affordable
for our patients
11. Investing in current facilities
Invested $53 Million in Betsy Johnson Hospital:
• New physicians
• New inpatient tower
• ER, OR, facility renovations
• Technologies: CT, MRI, Nuclear Medicine
Results
Highest to date:
• Patient experience scores
• Quality scores
• Volume of admissions
• ER volume
• Number of physicians on staff
• Financial outcomes
• Number of employees
P
H
A
S
E
1
12. Expanding facilities and services
• Construct and open Central Harnett Hospital
($56 million investment)
• Establish Electronic Medical Records (EMR)
• Open new Business Center, downtown Dunn
Results
FY2013 Budget Initiatives:
• Hire 220 new employees to staff hospitals/services
• Recruit 12 physician providers
• Second Meditech upgrade
• Computerized Physician Order Entry (CPOE)
• Open new Wound Care Center, Dunn
• Open 20,000 square foot Medical Office Building
in new medical office park, Dunn
P
H
A
S
E
2
13. Growth
• Strengthen educational partnerships to ensure
quality care providers are available in the future
• Continue building relationships with physician
groups in key specialty areas that will be available in
Harnett County
• Recruit 48 new physicians within the next 10 years
• Continue to evaluate additional primary care
physician hubs throughout Harnett County
• Volumes in FY2013 are ahead of projections
P
H
A
S
E
3
14. Population Growth
• Total population in the service area is approximately 193,000 and is
expected to grow to 217,000 by 2015, representing a healthy 2.4% CAGR.
• The fastest growing areas are those in/bordering Wake County.
• Harnett County is one of the fasting growing counties in the state.
16. Harnett Health Stats
Harnett Health
• Number of people getting a pay check: approximately 1,000
• Average annual salary and benefits: $62,000
• Cleverly & Associates: Community Value Five-Star Hospital
• Press Ganey Award: Most Improved Patient Satisfaction Scores
• Joint Commission Accreditation 2013
17. Current Medical Staff
Total Medical Staff: 265+
Primary Care Providers:
• Family Practice
• Internal Medicine
• OB/GYN
• Pediatrics
Hospital Based Providers:
• Anesthesiology
• Emergency Medicine
• Hospitalist Medicine
• Pathology
• Radiology
18. Current Medical Staff
Specialty Care Providers:
• Cardiology
• Dentistry
• Gastroenterology (GI)
• General Surgery
• Infectious Disease
• Nephrology
• Neurology
• Oncology
• Ophthalmology
• Orthopedics
• Podiatry
• Urology
19. Building a Strong
Community
• Access to Care
• Economic Development
• Community Partnerships
20. Access to Care: Building a
Premier Medical Staff
Partnerships with excellent physicians to provide
care LOCALLY in Harnett County:
• Harnett Health Primary Care Network
• Triangle Orthopaedic Associates
• Cary Cardiology (WakeMed)
• Cary Urology (dba Harnett Urology)
• US Oncology
• WakeMed Faculty and Specialty Physicians
• Carolina Regional Radiology
• Campbell University Faculty Physicians
• Specialty Physicians for Telemedicine: Psychiatry
• CommWell, First Choice FQHC’s
21. Economic Development:
Job Creation, Impact
Harnett Health has become a cornerstone in
our communities:
• $200 million economic impact ANNUALLY
• Additional $700 million economic impact through 2022
with the opening of Central Harnett Hospital
• County’s second largest employer – 1,000+ employees
• New jobs now and in the future
• 265+ Medical Staff Providers
• $17 million annually in charity care, 17% of budget
22. Community Partnerships:
Strengthen Relations
Work with key organizations for stronger
community and economic infrastructure:
• Strategic Partnerships (WakeMed)
• Campbell University School of Osteopathic Medicine
• Campbell University PA Program and Pharmacy School
• Central Carolina Community College
• Partnering with Financial Institutions
• Partnering with Governmental Institutions
• Partnering with Community Leaders
• Philanthropic Partnerships
We Must All Work Together!
23. Harnett Health: Our Story
• Harnett Health is Harnett County; we are your friends
and neighbors
• Strategic expansion; new footprints
• Significant charity care commitment; our heritage
• Increasing visibility wherever we can be
• Huge local asset for a rural county
• Building healthier communities
• Local primary and secondary care access
• Everyone needs a family doctor
24. Harnett Health: Our Challenges
• Need for greater transparency
• Increasing cost of operation while maintaining
affordable cost of care and value
• Greater access means greater capital investment
• Understanding community needs
• Unique and complex business model
– competition drives cost up, not down
– normal consumer psychology doesn’t apply
– consumer prices not set by the hospital or the market
– payment made by third parties, insurance or government
– no one turned away; community “safety net”
25. Harnett Health: Our Challenges
• Preventive care vs. illness care
• Preserving not-for-profit status
– margin reinvested, not directed to shareholders
– no huge reserves, only what’s needed
• Political realities
– continuing reimbursement cuts, federal and state
– threatened loss of tax exemption
– lack of Medicaid expansion
– vulnerability of Certificate of Need
– inadequate support for mental health care
– perception of large, untapped cash reserves
26. Harnett Health: Our Future
• Focus on population health, healthier communities
– means assuming financial risk, risk for health status
• Much greater transparency, community engagement
– if Harnett Health assumes risk for diseases caused by social
issues, then we have to engage with the community on
those issues
• Success is prevention/chronic care support
• Achieving lower costs, higher quality, greater access,
better efficiency
• New partnerships/collaboration will be necessary
• Strengthen Campbell partnership
27. Harnett Health: Our Future
• Succeeding under reimbursement changes from the
old fee-for-service model to pay-for-performance
• Adapting more of the traditional “public health
practices” to health system design
– large scale health intervention strategies
– social psychology of health and health behaviors
– predictive health analytics, large data sets
– population health surveillance, assessment, evaluation
• Population Health Officer as senior-level executive?
• “We want a health system that keeps people out of
the hospital” (D. Berwick, 2013).
