CENTURA NEIGHBORHOOD HEALTH CENTERS

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IDENTIFIED CHALLENGES

In 2009 Centura Health developed its 2020 strategic plan to transform the future of healthcare for its patients and communities. Centura’s vision for the future focused on creating a system-wide model for ambulatory neighborhood health centers. Moving forward with that vision would first mean taking a hard look at its current situation:

  1. Practices and facilities varied widely in their operational models
  2. The Centura brand lacked prominence
  3. Managing patient health reflected a “sick care” rather than a “wellness care” approach

APPROACH / OUTCOME

To go from strategic plan to real-world action, Centura collaborated with ERDMAN to establish the details for the new ambulatory neighborhood health site model. What do we want the patient experience to be? That was the driving question for Centura. Over an intense four-month period, ERDMAN helped Centura answer that question through a series of planning and design events, each one integral to moving Centura’s vision a step closer to reality:

  1. A leadership retreat to define the foundational concepts for the new model
  2. A three-day design charrette that focused on creating lean processes and an improved patient experience that differentiated Centura
  3. A peer review event to align the guiding principles with a single set of design strategies
  4. Project team meetings to refine and finalize the operational model—and produce a playbook

With a highly detailed, carefully developed model in place, Centura is now bringing its strategic plan to life. Under a stronger, more consistent brand, Centura’s operational model emphasizes personalized, team-based attention and a whole-person approach to each patient. Today, improved clinic access has led to more patients. More than that, Centura’s goals for patient satisfaction—and staff satisfaction—have been exceeded.

QUICK FACTS

  1. Location: Denver, CO Area
  2. 3 year program to develop Colorado Health Neighborhoods
  3. Addressed historically fragmented care model
  4. Acquired and retained new patients
  5. Drives best-in-market patient satisfaction
  6. Development of overall strategic plan, submarket definition, and location-specific deployment plan
  7. Development of facility prototype, operational and experiential model
  8. Prototypes 10,900 to 14,900 GSF

See an example of how ERDMAN Consulting facilitated a planning session for Centura Health to design a standardized model for ambulatory clinics.

QUICK FACTS

  1. Location: Denver, CO Area
  2. 3 year program to develop Colorado Health Neighborhoods
  3. Addressed historically fragmented care model
  4. Acquired and retained new patients
  5. Drives best-in-market patient satisfaction
  6. Development of overall strategic plan, submarket definition, and location-specific deployment plan
  7. Development of facility prototype, operational and experiential model
  8. Prototypes 10,900 to 14,900 GSF

See an example of how ERDMAN Consulting facilitated a planning sessions for Centura Health to design a standardized model for ambulatory clinics.

IDENTIFIED CHALLENGES

In 2009 Centura Health developed its 2020 strategic plan to transform the future of healthcare for its patients and communities. Centura’s vision for the future focused on creating a system-wide model for ambulatory neighborhood health centers. Moving forward with that vision would first mean taking a hard look at its current situation:

  1. Practices and facilities varied widely in their operational models
  2. The Centura brand lacked prominence
  3. Managing patient health reflected a “sick care” rather than a “wellness care” approach

APPROACH / OUTCOME

To go from strategic plan to real-world action, Centura collaborated with ERDMAN to establish the details for the new ambulatory neighborhood health site model. What do we want the patient experience to be? That was the driving question for Centura. Over an intense four-month period, ERDMAN helped Centura answer that question through a series of planning and design events, each one integral to moving Centura’s vision a step closer to reality:

  1. A leadership retreat to define the foundational concepts for the new model
  2. A three-day design charrette that focused on creating lean processes and an improved patient experience that differentiated Centura
  3. A peer review event to align the guiding principles with a single set of design strategies
  4. Project team meetings to refine and finalize the operational model—and produce a playbook

With a highly detailed, carefully developed model in place, Centura is now bringing its strategic plan to life. Under a stronger, more consistent brand, Centura’s operational model emphasizes personalized, team-based attention and a whole-person approach to each patient. Today, improved clinic access has led to more patients. More than that, Centura’s goals for patient satisfaction—and staff satisfaction—have been exceeded.