The Census Scene in 2018: Strategies to Optimize Occupancy During Change Linda L. Saunders, LNHA Founder, President 2016 Census Scorecard 1 84% 82% Ohio Overall Certified Occupancy Ohio Overall Licensed Occupancy 1 1
2016 Census Scorecard Percentage of Days by Payor Source Medicaid Traditional Medicaid 38.15% MyCare Ohio Medicaid 23.54 Total Medicaid 61.69% Medicare Traditional Medicare (Part A) 10.21% MyCare Ohio Medicare 0.95% Total Medicare 11.16% Other Medicaid Managed Care 3.01% Medicare Managed Care, VA, Other 11.25% Private Pay 12.85% Total Percentage 100% 2 2 Changing Census Tides 3 Shorter Lengths of Stay Demands for Increased Admissions Increased Competition More Options and Market Confusion Dwindling Long-Term Core Focus on Community-Based Services, Other Options 3 2
Promoting Optimal Occupancy 4 Relationships Scorecard Rating Leadership Capabilities & Specialties Systems Technology 4 Relationships Drive Occupancy 5 People refer to: Who they know and trust Who is accessible and responsive Who is consistent in their actions Who tells it like it is Who respects their time Who functions efficiently with no drama 5 3
Current Obstacles to Strengthening Traditional Referral Relationships 6 Limited access and enhanced security guidelines Technology replaces on-site opportunities Gatekeeper scrutiny and productivity watchdogs Increased patient caseload and decentralization Decreased use of brochures and collateral materials 6 New Referral Sources on the Playing Field 7 Numbers Gatekeepers (Payments, LOS, Write- Offs, Readmissions) Emergency Department and Observation Specialists Infection Control and Isolation Experts 7 4
New Referral Sources on the Playing Field 8 Whoever is Responsible for Handling the Outliers Physician Extenders Analytics Experts 8 Traditional Referral Sources 9 Case Managers, Care Navigators and Social Workers Physicians and Specialists Other SNFs, ALFs, Hospice and Homecare Providers Payors 9 5
Traditional Referral Sources 10 Patient Choice Community-Based Word of Mouth 10 Capabilities and Specialties 11 You can t be all things to all people! Are you an expert, a generalist or both? 11 6
Capabilities and Specialties Are Derived From: Market research and analyzing the numbers Understanding unmet needs Making a commitment to developing programs of excellence Developing protocols and best practices in collaboration with other experts that drive the business Creating compelling messages that penetrate the market at all levels 12 12 13 Ratings May Foster: Preferred network participation ACO involvement Top of list awareness Added perks 13 7
14 Ratings Key Question: Why are four and five star facilities operating below 84% capacity? 14 15 Ratings Another Key Question: Why are one and two star facilities operating at above 90% capacity? 15 8
16 Systems Admissions: 24/7/365 100% Response 10 minute or less decision Communication 16 17 Systems Expectations: Balance Person-Centered Care, Choice and Expertise 17 9
18 Systems Length of Stay Management Coordinate Care within a Complex Landscape Advocacy Role with Payors Serve as Active 360 Navigators 18 19 Systems Occupancy: Big picture, small picture Today, tomorrow, next week, next month Opportunities, obstacles, risks and changes Mindful bed management with head/heart balance 19 10
20 Systems Discharge Planning: Leverage prior to admission as a strategic difference Align expectations with reality Establishes the communication commitment Identify your A team players Post discharge tools and follow up 20 21 Systems Individual and Team Accountability is Paramount! 21 11
22 Technology How does technology get you better results? 22 23 Technology Communication Accuracy Speed Integration 23 12
24 Technology Alerts Applications Portals Reporting Measures Patient Training Tools Equipment Web Site Social Media/Reviews 24 25 Leadership Hire and Retain Exceptional Leaders Occupancy Ownership Create a Business and Customer Service Model Attention to Details Inspire Others to Grow the Business 25 13
26 Leadership Reward Innovation and Creativity Invest in Ongoing Communication Training Know Your Numbers Anticipate Questions and Concerns 26 Promoting Optimal Occupancy 27 Relationships Scorecard Rating Leadership Capabilities & Specialties Systems Technology 27 14
28 Scorecard Answers Who Are You, Why Should I Pick You? Reflects Your Mission and Indicates Results Highlights Distinctive Differences Add Some Special Sauce Creates a Call to Action or a Next Step 28 Factors That Do Not Guarantee High Occupancy: A New Building All Private Rooms Expensive Equipment Gadgets and Gizmos Inducements, Gifts and Free Stuff 29 29 15
30 Occupancy questions? Linda L. Saunders, LNHA Founder, President 16