Palomar Health Community Conversations 1 Management - PowerPoint PPT Presentation

Palomar Health Community Conversations 1

Management Recommendation to Board Management recommends the consolidation of clinical and business services at the Downtown Campus into Palomar Medical Center, Pomerado Hospital and other ancillary sites, resulting in the complete closure of the Palomar Health Downtown Campus. 2

Why are we recommending the transition? • Outdated building • Significant infrastructure needs • Ongoing financial drain • Dramatic changes in health care – Reimbursement rates – Service delivery 3

Planning Process 16 Multi-Disciplinary Teams; 50 Participants Meeting weekly to develop an executable plan Determine best utilization of space and program placement at other Palomar Health facilities Develop proposed timeline and budget 4

Timeline – Pending Board Approval Board Vote Clinical Services Transferred - 90 days* after vote (move complete before flu season) Non-Clinical Services Transferred - 120 days after vote *Flu season typically starts in November. The transfer of all clinical services must be complete before flu season begins to ensure the continuation of high-quality, safe patient care during this time. 5

Five-Year Reality Detail Cost ($) Needs for PHDC Building 162,400,000 Information Technology/Equipment 10,000,000 Five-Year Operational Loss 100,000,000 Five-Year Total: 272,400,000 6

Current Building Needs Detail Cost ($) Central Plant – Piping and Equipment 60,000,000 Mechanical – Cooling Tower, Air Quality 48,700,000 and Steam System Electrical System and Generators (4) 28,400,000 Plumbing – Sewage System, Water Supply 20,300,000 Piping Roofing System 5,000,000 Total 162,400,000 7

Technology/Equipment Needs Detail Cost ($) Network Replacement 2,500,000 Data Center Replacement 2,200,000 Cabling Replacement in Building 1,800,000 Phone System Replacement 1,700,000 Reallocation of Equipment 278,000 Technology Total 8,478,000 Equipment 1,522,000 Total 10,000,000 8

What will this accomplish? • Continue putting the Patient First • Continue high-quality, safe patient care • Increased efficiencies • Consistently filled beds • Consistent staffing • More employment stability • Full utilization of other facilities • Services will remain in the district 9

Inpatient Care – Mother and Newborn Palomar Health Pomerado Downtown Campus Hospital Palomar Pomerado Medical Center Hospital 10

Inpatient Care – Acute Rehabilitation Palomar Health Downtown Campus Palomar Medical Center 11

Inpatient Care - Behavioral Health Palomar Health Pomerado Downtown Campus Hospital Pomerado Hospital 12

Outpatient Surgery Palomar Health Pomerado Downtown Campus Hospital Pomerado Hospital Rancho Bernardo Surgery Center (As Needed) 13

Outpatient Care - Emergency Services Palomar Health Palomar Pomerado Downtown Campus Medical Center Hospital Urgent Care Pomerado Palomar In Local Community Hospital Medical Center 14

Other Clinical & Non-Clinical Services Cardiac Rehabilitation Infusion Center Non-Clinical Services Outpatient Occupational/Physical Therapy Pediatric Beds Perinatology Radiation Therapy Sleep Lab 15

Employee Impact • 60 - 75 benefitted employees • 180 - 220 per diem employees – Per diem impacts may include reduced or eliminated hours. • Hold on filling non-essential positions • Limit use of travelers / per diems • Explore voluntary reductions • Increase float pool positions • Additional training opportunities 16

What to do with the Downtown Campus • We will undergo a thorough review to determine the highest and best use of the Downtown Campus site • Plan to collaborate with City of Escondido leaders 17

Management Recommendation to Board Management recommends the consolidation of clinical and business services at the Downtown Campus into Palomar Medical Center, Pomerado Hospital and other ancillary sites, resulting in the complete closure of the Palomar Health Downtown Campus. 18

Questions & Answers Questions & Answers 19

Thank You 20