all campus leadership july 10, 2009
TRANSCRIPT
All Campus Leadership
July 10, 2009
“According to the
cleanliness of my hands, God rewards
me.”Psalms 18:20
All Campus LeadershipLars Houmann
July 10, 2009
2010 PLANNING
• Recession
• Reform
HEALTHCARE REFORM’S BIG TOPICS
• Public Option
• Mandate
• Cost
AHS/FLORIDA HOSPITAL POSITION
• Simple, fair payment system
• “Smart” reimbursement
• Basic coverage for preventive health
• Reform Stark regulations
HOSPITAL INDUSTRY
“Do Our Part” – July 7, 2009
• Cover 95% of Americans
• $155Bn payment reductions
• Public Exchange
• Delivery System Reforms
SURE BETS
• Improve Patient Experience
• Improve Patient Care
• Create Value
• Align Physicians
• Engage Employees
• Innovate
NEJM – Table 3 – Classification Requirements
Adoption Level - % of hospitals 1.5 7.6 10.9
2012 CHALLENGE
• Indisputable market leader• Florida Hospital for Children nationally recognized• Statutory teaching• World leader in training surgeons• FH patient experience as role model• Preventable deaths to zero• Electronic record• Health improvement business model and
economic returns• Cash to long-term debt > 110%
All Campus Leadership
Market Overview
Agenda
Market Demographics & Growth
Competitive Landscape
Market Share
Brand (NRC)
Major Market Messages
Market Demographics & Growth
Population Growth
The Tri-County market is expected to outpace
the US population growth rate
Geographic Area 2008
Population2013
Population5-YearGrowth
AnnualGrowth
United States of America 304,092,641 319,109,046 4.9% 1.0%
Florida 18,599,593 20,253,441 8.9% 1.7%
Tri-County Market 1,768,816 1,985,721 12.3% 2.3%
Orange 1,125,683 1,250,551 11.1% 2.1%
Osceola 258,031 315,254 22.2% 4.1%
Seminole 385,102 419,916 9.0% 1.7%
Source: U.S. Census Bureau and Solucient
Unemployment Trends
Source: Florida Research and Economic Database; Tri-Co includes Seminole, Orange, and Osceola Counties
Orlando Area Uninsured Population
Source: U.S. Census Bureau and Solucient
Florida
2006 315,742
2007 321,741
2008 326,338
2009 P 331,233
2010 P 336,201
Market Growth Total Hospital Admissions by County
Market Growth
County 2008 Market Size ’06 vs.’05 ’07 vs.’06 ’08 vs.’07
Tri County Total 202,211 1.1% 3.7% 4.0%
Orange 132,716 1.1% 3.7% 4.2%
Osceola 27,797 0.1% 9.6% 5.5%
Seminole 41,697 1.7% -0.1% 2.3%
Brevard 70,961 1.8% -2.5% -3.0%
Polk 81,544 -0.2% 3.1% -1.5%
Highlands 16,455 1.6% -2.6% -3.9%
Lake 43,501 2.1% 1.3% 3.4%
Volusia 64,324 -0.4% -2.7% -2.8%
Source: AHCA 2008A discharges, all DRGs except 794-795 and 945-946; 2008A is annualized based on Q1-Q3
Competitive Landscape
Orlando Health Arnold Palmer Hospital for Children completed their $56 million
renovation, increasing their pediatric bed size from 96 to 158. The renovation included the addition of a new children’s kidney center and new IP and OP oncology wings.
Dr. P. Phillips Hospital plans to complete their $175 million
renovation project, increasing bed size from 135 to 240 beds, in 2010.
Dr. P. Phillips Hospital Chest Pain Center recently received full accreditation from the Society of Chest Pain Centers’ Accreditation Review Committee.
South Lake Hospital South Lake Hospital expects to add 54 new beds in 2010.
Competitive Landscape
Competitive Landscape
Nemours Foundation Nemours to build a 550,000 square-foot, 95-bed subspecialty
pediatric hospital on 60-acres in Lake Nona’s Medical City. Completion date expected 2012.
Imaging Centers There are 51 free standing Imaging Centers in the market.
Surgery Centers There are 31 free standing Surgery Centers in the market.
Market Share
1st Qtr 2009 Market Share
• Market Growth 2.7%• FH Growth 4.6%• OH Growth -0.4%
• FH Market Share 47.4% 48.2%
• Market Share Gap 11.1 13.1
In-Patient % Growth2009Q1 vs. 2008Q1
• Obstetrics– Market Growth -4.8%– OH Growth -8.2%– FH Growth 11.7%
• Pediatrics– Market Growth 22.5%– OH Growth 10.1%– FH Growth 35.7%
• Acute– Market Growth 3.6%– OH Growth 1.2%– FH Growth 4.1%
Tri-County Market Share
Source: AHCA 2008A discharges, all DRGs except 794-795 and 945-946; 2008A is annualized based on Q1-Q3
Orange – 47.2%
Osceola – 28.0%
Seminole – 50.2%
Tri-County Market Share
Source: AHCA 2008A discharges, all DRGs except 794-795 and 945-946; 2008A is annualized based on Q1-Q3
Northwest – 52.8% Northeast – 61.4%
Southeast – 45.8%
Southwest – 23.0% South –
32.9%
North – 57.2%
Brand (NRC)
Combined Attributes(Best Doctors, Best Nurses, Best Image / Reputation, Best Overall Quality)
Source: National Research Corporation, Tri-County respondents only; 2009 data is January thru May
Base Size (1,148) (1,240) (1,095) (1,155) (635)
50.2% 47.9% 48.6%44.9%
49.5%
37.8% 39.1%36.0%
38.8%35.2%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Florida Hospital Orlando Health
Consumer Preference by Age Group (based on Combined Attributes)
Source: National Research Corporation, Tri-County respondents only; 2009 data is January thru May
18-34 35-44
45-64 65 and Older
41.8%37.8% 38.3% 37.0%
48.0%43.9% 42.1%
34.1%26.4% 29.7%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
43.4%49.9%
41.8% 43.4% 44.6%43.2%39.0% 40.3%
33.4% 36.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
52.3%48.5%
45.4% 42.9%47.0%
36.8% 38.3% 39.5% 38.4% 38.7%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*Florida Hospital Orlando Health
69.5%
49.0%57.1%
48.4%
58.0%
19.1%
37.6%
22.1%
34.0%29.6%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
2005 2006 2007 2008 2009*Florida Hospital Orlando Health
Consumer Preference by Gender (based on Combined Attributes)
Female Male
Source: National Research Corporation, Tri-County respondents only; 2009 data is January thru May
49.2% 47.8% 45.2% 45.7%49.7%
38.6% 38.6%35.9% 35.2% 34.6%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Florida Hospital Orlando Health
52.6%48.1%
53.0%
39.2%
49.0%
34.5%38.0%
30.1%36.8% 36.4%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Florida Hospital Orlando Health
Consumer Preference by Household Income(based on Combined Attributes)
Under $25,000 $25,000 - $49,999
$50,000 - $74,999 $75,000 and Over
Source: National Research Corporation, Tri-County respondents only; 2009 data is January thru May
52.8%48.1% 46.7% 46.5%
49.3%
32.8% 33.6% 32.7% 30.4%
38.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Florida Hospital Orlando Health
47.3% 46.3%52.6%
49.0% 48.2%43.9% 41.4%
32.5%37.3%
35.5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Florida Hospital Orlando Health
50.7% 48.8%45.8%
42.6%
52.4%
37.7%42.2% 40.3%
34.7% 34.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
49.8%47.1%
42.9%39.2%
45.8%
32.8% 33.6% 32.7% 30.4%36.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2005 2006 2007 2008 2009*
Major Market Messages
Major Market Messages
• Growing Market• Uninsured Population will Continue to Grow• 1st Qtr 2009 – Market Share Gain• Overall Consumer Preference is Strong
– Females
– High Income Groups
• Strong Market Position– Seminole County– North of Hwy 50
• Significant Market Opportunities– South of Hwy 50
– Osceola County
Operational Assessment & Focus
TEAM
Results
1. Retention• Total• Nursing
2. RN Hires
TEAM
Campus Separation (Goal – 17.5%)
6
8
10
12
14
16
18
20
22
24
Altamonte Apopka Celebration Childrens East Orlando Kissimmee Orlando Winter Park
Sepa
ratio
n Pe
rcen
tage
2008 2009
TEAM
RN Separation (Goal – 15%)
4
6
8
10
12
14
16
18
20
22
24
26
Altamonte Apopka Celebration Childrens East Orlando Kissimmee Orlando Winter Park
Sepa
ratio
n Pe
rcen
tage
2008 2009
• RN Hire Goal – 988
• YTD RN Hires – 597
• Remaining RN’s - 391
TEAM
RN Hires
Patient Experience
Willingness to Recommend (YTD)
1. Inpatient (n=5,972)• 63% Top Box• 30-40th Percentile
2. Emergency Department (n=2,353)• 53% Top Box• 20-30th Percentile
3. OP Surgery (n=600)• 82% Top Box• 60th Percentile
4. OP Services (n=2,582)• 81% Top Box• 70th Percentile
54
68
60
72
58
46
63
38
30
35
40
45
50
55
60
65
70
75
Altamonte Apopka Celebration East Orlando Kissimmee Orlando Winter Park Children's
Pe
rce
nt
To
p B
ox
Top Box
Patient Experience
IP - Willingness to Rec.- YTD
Patient Experience
IP Service Mix
Maternity Medical Surgical
Orlando 5% 40% 55%
Altamonte 4% 75% 21%
Apopka 0% 100% 0%
East Orlando 0% 85% 15%
Winter Park 17% 50% 32%
Kissimmee 0% 78% 22%
Celebration Health 13% 41% 46%
FH TOTAL 7% 54% 39%
Patient Experience
IP Service Mix - Recommend
Top Box Percentage Maternity Medical Surgical Total
Orlando 79% 63% 71% 68%
Altamonte 76% 63% 69% 65%
Apopka - 38% - 38%
East Orlando - 45% 55% 46%
Winter Park 69% 57% 58% 59%
Kissimmee - 60% 57% 59%
Celebration Health 76% 63% 79% 72%
Total 74% 59% 70% 64%
70-80th 20-30th 60-70th
Patient Experience
ED - Willingness to Rec.- YTD
71
515353
45
62
50
58
30
35
40
45
50
55
60
65
70
75
Altamonte Apopka Celebration East Orlando Kissimmee Orlando Winter Park Children's
Perc
ent T
op B
ox
Top Box
50th Percentile
Clinical
Patient Care
1. Quantros - Readiness2. Emergency Department
Overall Compliance ResultsCombined Tracers, Record Reviews, Patient Care Interviews
Clinical
3D Performance (Goal = 60/175/360)
Alta. Apopka CH Childrens East Kiss. Orlando WP
Door to Prov. 52 68 81 52 77 68 66 80Door to D/C 215 183 238 198 247 212 266 252Door to Depart 405 487 559 352 445 394 499 478
1st Quarter - 2009
Alta. Apopka CH Childrens East Kiss. Orlando WPDoor to Prov. 44 62 68 40 74 64 56 58
Door to D/ C 196 174 205 158 238 192 233 220
Door to Depart 364 412 453 307 413 369 381 384
2nd Quarter - 2009
Q1 Q2 Change
Door - Prov. 70 61 -9Door to D/C 233 211 -22Door - Depart 466 391 -75
Clinical
3D Performance
Market
Volumes
1. IP Admissions & Surgery2. ED Visits3. Pure Outpatient
2008 2009 Budget Variance % of TargetPrevious Variance
Previous Year %
55,810 58,299 58,630 -331 99.4% 2,489 104.5%
Admissions
SURGERY 2008 2009 Budget Variance % of TargetPrevious Variance
% of Previous
Year
INPT 13,386 13,485 14,554 -1,069 92.7% 99 100.7%
OP 14,952 16,398 15,738 660 104.2% 1,446 109.7%
Market
IP Admissions & Surgery
Market
ED Visits
ED Visits 2008 2009 Budget Variance % of TargetPrevious Variance
% of Previous
Year
Gross 171,025 186,870 177,458 9,412 105.3% 15,845 109.3%
Net 165,571 183,333 172,767 10,566 106.1% 17,762 110.7%
LWBS% 3.19% 1.89% 2.64% 0.75% 139.7% 1.30%
Market
Pure Outpatient
PURE OP 2008 2009 Budget Variance % of Target
Previous
Variance
% of
Previous
Year
Rad Onc 65,829 73,347 68,237 5,110 107.5% 7,518 111.4%
CT 17,977 18,250 17,402 848 104.9% 273 101.5%
ENDO 16,314 15,269 15,076 193 101.3% -1,045 93.6%
MRI 10,984 10,582 10,728 -146 98.6% -402 96.3%
Sleep 2,970 2,682 3,392 -710 79.1% -288 90.3%
Cath 687 561 671 -110 83.6% -126 81.7%
2009
7 Areas of Focus
1. Basics of Clinical Care• Admission/Discharge Process• Medication Administration• MDRO• AHS Bundles
2. Volumes• Surgical• Pure OP
3. Patient Experience Projects• Children’s/Orlando/Altamonte – Disney Institute• East Project
2009
7 Areas of Focus
4. Team• Engagement• Labor Management
5. Physician Development• 34 Physician recruitment projects in process
6. Expansion/Growth Projects• Kissimmee – MOB+• Winter Park – Women’s• Orlando – Children's, MOB, Front Entrance, OR’s• Celebration – Tower Planning• East Orlando – ASC
7. 2010 Planning – FOCUS WEEKS
END
CompliantQuestions Responses Q1 2009
CompliantQuestions Responses Q2 2009 % Change
Orlando 104270 111048 93.9% 128316 133557 96.1% 2.2%Children's 13901 14687 94.6% 12960 13555 95.6% 1.0%Altamonte 37979 40092 94.7% 41342 42566 97.1% 2.4%Winter Park 32190 33842 95.1% 45238 46719 96.8% 1.7%East Orlando 36267 38032 95.4% 44468 45809 97.1% 1.7%Celebration 19911 20604 96.6% 24691 25316 97.5% 0.9%Kissimmee 10008 10301 97.2% 13033 13178 98.9% 1.7%Apopka 12292 12639 97.3% 12207 12356 98.8% 1.5%System 266818 281245 94.9% 322255 333056 96.8% 1.9%
Results are the aggregate of compliant responses (“Yes”) over Observations (“Yes” or “No”) for the following audits:
Tracers: Audits by each unit/department on their own area. Includes environmental/process observations, patient/staff interview questions and some documentation review. Conducted once weekly.Open Record Review: Audits by each unit/department on their own area. Includes documentation review and some environmental observations. Conducted once daily.Patient Care Interviews: Audits by full-time Accreditation Services staff and part-time (loaned) staff from the campuses. Includes staff interview on National Pt. Safety Goals, navigating I-Extend, some documentation review and environmental observations. Conducted once weekly per department/unit.
SIA 4 Extend our Patients’ Continuum of Care
Why the focus on SIA 4
• Mission Extension-Creation Health• Supports our core inpatient services • Future Health care model• Part of Stimulus funding and proposed
health care reform• Dissatisfaction with existing delivery
model– Discharge process
Existing Continuum
• Wide range of existing services:• CentraCare• FPMG• Home Health• Retail Pharmacy• DME• Home Infusion• Others
• Large Amount of Revenue; Over 1million patient contact
Extending the Patients’ Continuum of Care –
a working definition
• Pre and Post Acute Care
• Hand offs to next level of care
• Continuity of Care
• Wellness, Prevention and Education
• Consumer focused thinking
• Elevating the health and healing relationship with our community
2010 Phase 1of the Journey
1. Formulate & Begin deploying Connectivity Strategy
CentraCare (2008)
Home Health (2009)
Rehab (2009)
EMR in clinically aligned physician practices (targeted 2011)
2010 Phase 1of the Journey
2. Continue Elevating Performance of Existing Continuum Services
3. Define and close Continuum Service gaps, were feasible
4. Continue Physician Alignment Strategies
SIA 4 Extending our Patients’ Continuum of Care by extending our Patients’ Experience
SIA & 2010 System Priorities
Purpose
1. Complete SIA Framework2. Affirm 2010 System Priorities3. Prepare for Pacesetter
Performance Measures (PPM’s)4. Say Thank You
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
Pacesetter Performance… How we Stay Accountable
Team, Clinical, Service, Market, Finance
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
Pacesetter Performance…
How we Stay Accountable Team, Clinical, Service, Market, Finance
• Every Person, Every Time
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
Pacesetter Performance…
How we Stay Accountable Team, Clinical, Service, Market, Finance
• Strategic Innovation Agenda– Always a Journey, Never a Destination
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Pacesetter Performance… How we Stay Accountable
Team, Clinical, Service, Market, Finance
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
• “You Can Count On Us”
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
Pacesetter Performance… How we Stay Accountable
Team, Clinical, Service, Market, Finance
• Holistic Approach (Decathlon Model)
Strategic Innovation Agenda
ELEVATE PATIENT SAFETY and CLINICAL EXCELLENCE
“EXCELERATE” CORE PROCESS IMPROVEMENT
ENRICH our PATIENT’S EXPERIENCE
EXTEND our CARE CONTINUUM
ENGAGE our COMMUNITY
S t r a t e g y
Strategic Innovation Agenda
• What is the Center of the Strategic Innovation Agenda?
“Florida Hospital” Experience!
Strategic Innovation Agenda
What is at the Heart of the “Florida Hospital” Experience?
CREATION Health!»Passion About»Best At»Creates Value
Strategic Innovation Agenda
ELEVATE PATIENT SAFETY and CLINICAL EXCELLENCE
“EXCELERATE” CORE PROCESS IMPROVEMENT
ENRICH our PATIENT’S EXPERIENCE
EXTEND our CARE CONTINUUM
ENGAGE our COMMUNITY
CREATION
S t r a t e g y C u l t u r e & Care
HEALTH
Strategic Innovation Agenda
• What is the best expression of CREATION Health?
Healthy 100!
Why is a Healthy 100 Compelling?
• Its Powerful
• Its Inspiring ANDAND Motivating
• Its Action Oriented
For Appointment
407-303-7500
Strategic Innovation Agenda
Strategic Innovation Agenda
Healthy 100
Strategic Innovation Agenda
• The Power in a Question
• It Engages– Staff
– Patients
– Community
Back to Engagement
Whole People,
Delivering Whole Person Care
Strategic Innovation Agenda
The Power of Relationship
Clinical Care
Informative Care
EmpathicCare
APPRECIATED ADMIRED ADOPTED
Level of Connection (not time)
FAM
ILYTreating the Patient
Treating the Person
Healing the Individual
Good For Business!
What we have (our core)
What we want (our continuum)
Strategic Innovation Agenda
Strategic Innovation Agenda
ELEVATE PATIENT SAFETY and CLINICAL EXCELLENCE
“EXCELERATE” CORE PROCESS IMPROVEMENT
ENRICH our PATIENT’S EXPERIENCE
EXTEND our CARE CONTINUUM
ENGAGE our COMMUNITY
HEALING
HEALTH
S t r a t e g y
Business ModelC u l t u r e & Care
CREATION
HEALTH
Outcome = Community Benefit
Strategic Innovation Agenda
We are Relevant in ANY Future
Strategic Innovation Agenda
2010 PrioritiesGrow the Market
• Develop New and Strengthen Existing Markets
• Reposition Surgical and Procedural Capability for Growth
• Develop and Implement an Aligned Ambulatory Model
• Grow Philanthropy Market Share and Reach
• Improve Revenue Share• Manage Florida as a Market
2010 PrioritiesImprove the Product
• Safety• Critical Process and Performance Focus• Leverage Clinical Information Technology• Patient Experience• Florida Hospital for Children (Walt Disney
Pavilion)• Strengthen and Support Research and
Medical Education• Value/Efficiency and Stewardship
We Stay on Plan…
We Execute
Mission…Why We Exist
“To Extend the Healing Ministry of Christ”
Vision…Where We Are Going
“To be a global pacesetter delivering pre-eminent faith based health care”
Values…How We Live Our Mission
Integrity, Compassion, Balance, Excellence, Stewardship, Teamwork
Pacesetter Performance… How we Stay Accountable
Team, Clinical, Service, Market, Finance
• Holistic Approach (Decathlon Model)
Organizational Performance
• Single Focused
• Balanced Performance
• Holistic Performance
Most
Some
Few
Definition:“To View as a Single Complete System”
Principles:• One Investment = Many Returns• Improvement in one element doesn’t
harm another• Simultaneous Performance (Decathlon
Model)
Webster
Reasons it will help you
1. Multiyear Targets
2. Align Focus
3. Engage with Staff
2009 Strategic Review2009 Strategic Review
FINANCE
Admissions by CampusJune 2009 YTD
Budget % ofActual Budget Variance Previous Yr
Orlando 23,490 23,219 271 105.3%
Altamonte 9,984 9,738 246 110.3%
Apopka 1,227 1,707 (480) 75.7%
East Orlando 7,924 8,110 (186) 101.0%
Winter Park 8,004 8,133 (129) 103.5%
Kissimmee 2,206 2,100 106 107.2%
Celebration 5,578 5,623 (45) 108.6%
Total 58,425 58,630 (205) 104.7%
Budget % ofActual Budget Variance Previous Yr
7,924 8,110 (186) 101.0%
Admissions by TypeJune 2009 YTD
Previous Actual Variance % Growth
Acute 46,577 49,073 2,496 5.4%
Obstetrics 4,346 4,394 48 1.1%Altamonte 580 580 0 0.0%
Celebration 1,002 1,030 28 2.8%
Orlando 1,371 1,399 28 2.0%
Winter Park 1,393 1,385 (8) (0.6%)
Rehab 353 347 (6) (1.7%)
Psych 1,258 1,099 (159) (12.6%)
Peds 3,030 3,289 259 8.5%
Neonatal 246 223 (23) (9.3%)
Total Adult 55,810 58,425 2,615 4.7%
Previous Actual Variance % Growth
Altamonte 580 580 0 0.0%
Celebration 1,002 1,030 28 2.8%
Orlando 1,371 1,399 28 2.0%
Winter Park 1,393 1,385 (8) (0.6%)
Net ED VisitsJune 2009 YTD
Budget % ofActual Budget Variance Previous Yr
Orlando 33,248 29,621 3,627 118.1%Adults 27,060 116.1%Peds 6,188 127.9%
Altamonte 31,069 27,743 3,326 117.9%
Apopka 16,531 16,379 152 104.1%
East Orlando 36,376 32,680 3,696 113.1%
Winter Park 19,316 19,325 (9) 103.8%
Kissimmee 18,690 18,247 443 108.1%
Celebration 28,096 28,769 (673) 103.5%
Total 183,326 172,765 10,561 110.7%
Budget % ofActual Budget Variance Previous Yr
Total SurgeriesJune 2009 YTD
Budget % ofActual Budget Variance Previous Yr
Orlando 14,251 14,865 (614) 103.2%
Altamonte 4,698 4,882 (184) 105.2%
East Orlando 1,958 1,997 (39) 102.8%
Winter Park 4,533 4,330 203 107.8%
Kissimmee 1,030 989 41 122.6%
Celebration 3,411 3,229 182 109.5%
Total 29,881 30,292 (411) 105.4%
Budget % ofActual Budget Variance Previous Yr
YTD Inpatient Payor Mix
YTD Outpatient Payor Mix
EBDIT by EntityJune 2009 YTD
Actual Budget Variance
Florida Hospital 157,532,168 160,645,041 (3,112,873)
FPMG 992,983 813,937 179,046
FHHS 2,920,899 1,735,941 1,184,958
FHCC 4,348,434 4,109,366 239,068
FRI 1,376,826 1,788,379 (411,553)
Other 703,402 1,013,596 (310,194)
Total 167,874,712 170,106,260 (2,231,548)
2010 Budget Assumptions
Admissions2009 2010 % Growth
Expected Budget
Orlando 46,017 48,055 2,038 4.4%
Altamonte 19,703 20,789 1,086 5.5%
Apopka 2,394 2,441 47 2.0%
East Orlando 15,702 16,272 570 3.6%
Winter Park 15,723 16,061 338 2.1%
Kissimmee 4,256 4,427 171 4.0%
Celebration 11,242 11,856 614 5.5%
Total 115,037 119,901 4,864 4.2%
2009 2010 % Growth
Expected BudgetVolume Growth
Net ED Visits2009 2010 % Growth
Expected Budget
Orlando 62,754 65,264 2,510 4.0%
Altamonte 61,550 64,936 3,386 5.5%
Apopka 31,603 32,172 569 1.8%
East Orlando 71,201 73,666 2,465 3.5%
Winter Park 38,778 39,670 892 2.3%
Kissimmee 35,140 36,560 1,420 4.0%
Celebration 53,858 55,473 1,615 3.0%
Total 354,884 367,741 12,857 3.6%
2009 2010 % Growth
Expected BudgetVolume Growth
Total Surgeries2009 2010 % Growth
Expected Budget
Orlando 27,817 29,328 1,511 5.4%
Altamonte 9,515 10,043 528 5.5%
East Orlando 3,979 4,001 22 0.6%
Winter Park 8,636 8,667 31 0.4%
Kissimmee 2,058 2,621 563 27.4%
Celebration 6,203 7,310 1,107 17.8%
Total 58,208 61,970 3,762 6.5%
2009 2010 % Growth
Expected BudgetVolume Growth
2010 Budget Assumptions
Percent Dollars
Medicaid Reduction 8.9% 10.8 M
Medicare Reduction 2.8% 13.0 M
InflationMerit Rate Increase 3.2% 22.7 M
Rate Structure 1.0% 10.0 M
Health Insurance 10.0% 7.5 M
Supply Inflation 5.0% 18.8 M
Other Inflation 3.0% 11.0 M
Total Inflation 70.0 M
Percent Dollars
2010 GAP Distribution
Inflation $ 70 M
Track II Expected Improvement $ 60 M
% of Total Expenses 3.4%
Planning Timeline
All Campus Leadership
Distribute Departmental Operations Plan
Distribute Departmental Budgets
Technical Reviews
Focus Week
July 10, 2009
July 27, 2009
August 17, 2009
September 8 – 18, 2009
September 21 – October 2, 2009
To Access Presentation Visit
http://www.fhleadershipdevelopment.org/
All Campus Leadership
July 10, 2009