Taking Healthcare to Local Neighborhoods

Interview with: Patricia Rosello, Chief Executive Officer - Baptist Outpatient Services, Baptist Health

Las Vegas, NV, July 1, 2010 - Outpatient service facilities are able to conveniently deliver healthcare to patients in their own neighborhoods, says Patricia Rosello, Chief Executive Officer - Baptist Outpatient Services at Baptist Health. By taking healthcare services to the patient’s doorstep, organizations can maximize their market share in an industry where the alternative of driving many miles to reach medical campuses is no longer considered so practical. A speaker at the marcus evans Outpatient CXO Summit 2010, taking place in Nevada, October 24-26, Rosello discusses how to take advantage of the gaps in healthcare services, how to improve operational efficiency and why being a faith based organization keeps Baptist Health grounded.

What are some of the opportunities in outpatient services right now?

Patricia Rosello: It is very exciting being in the outpatient arena right now. There are great opportunities to be entrepreneurial in this space - delivering healthcare in a different format and penetrating local communities. We locate our facilities where people are concentrated close to home and work, versus asking people to go to a medical campus miles away from their home.

This takes us back to the basics. It is all about patient satisfaction, convenience, and valuing their time as much as our own, all in a very cost effective manner. We assess our market, identify what services consumers in those communities need and want, and then provide those services in their own neighborhood. This allows us to provide services across a greater geographic area, increase market share and bring the convenience factor to the consumer.

How can Outpatient Service CEOs improve productivity and efficiency?

Patricia Rosello: The focus really needs to be first on standardization, specifically the protocols, processes and equipment utilized.

When CEOs are looking at expanding and building outpatient facilities, they should consider how efficiently they can run a facility from square footage requirements, scheduling, staffing, hours of operations and supply chain costs to name a few. For example, can they maximize the utilization of staff by cross training them to have much broader responsibilities?

For maximizing traffic (volume), a primary focus is throughput. Patients want to see that the organization values their time, therefore it is all about metrics; Outpatient Service CEOs need to place a heavy emphasis on what metrics they are trying to achieve. In our 10 urgent care centers, our target is 120 minutes from the time the person walks into the center to the time they walk out. Thus, we align the incentives between staff and physicians, to ensure our patients are seen within that turnaround target or less while sustaining high levels of patient satisfaction and quality of care. This requires clear organizational focus, processes and incentives to achieve this target.

How are you dealing with declining reimbursement while operating costs keep on increasing?

Patricia Rosello: Any time there is healthcare reform or changes in the payer markets, CEOs have to re-look at the way they are managing the business, from staffing to the types of services being provided. Is there a demand for those services? Are they being delivered in the most cost effective manner possible? There must be diligence in constantly assessing and reevaluating the business model within the context of the marketplace, market position, pricing strategy and total cost per unit of service. 

How has being a faith-based organization contributed to your success?

Patricia Rosello: We have a very clear mission and purpose. When you are a faith-based organization, you are always looking at meeting the intent and fulfilling the mission of the organization. Healthcare, as in many other industries, is a business, but we balance the business needs with our mission needs.

Being faith based keeps us focused and grounded, and looking beyond just the business metrics and results. Are we fulfilling the mission to the community we are serving? It is a delicate balance, but the focus of all the decisions we make is whether we are doing the right thing for the community within our financial means.

In your opinion, what is the successful management style?

Patricia Rosello: The successful manager is one who is able to combine and create a balance between being driven for results and making sure that everyone on the team understands the importance of achieving those results. To achieve those results, leaders need to surround themselves with the very best people, and allow the best to do their best. That sometimes means they need to step out of the way, let people figure out the best ways of achieving those results and outcomes while keeping an eye on the progress and redirecting and re-focusing people when they get side-tracked. The combination of driving both ends of the spectrum I believe is what achieves the greatest successes.