marcus evans, Healthcare CXO Summit

Steve Carter, President of The Carter Group points out the risk management, change management and planning that must go into a hospital transition or expansion.
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Feb. 2, 2013 - PRLog -- Steve Carter of The Carter Group, a solution provider at the marcus evans National Healthcare CXO Summit Spring 2013, on healthcare facility transition planning.

Interview with: Steve Carter, President, The Carter Group

Palm Beach, FL, January 14, 2013 - FOR IMMEDIATE RELEASE

ObamaCare will be bringing 30 million participants into the healthcare system, and organizations are faced with the challenge of capturing, retaining and growing their share of this increasing market of consumers for healthcare services. The transition into new acute care and other healthcare facilities should be supportive of their objectives, and not work against them, says Steve Carter, President, The Carter Group. With patient satisfaction scores impacting revenue directly, healthcare CEOs must ensure scores stay up throughout a process that can be disruptive at times, he added.

A healthcare transition planning services company attending the marcus evans National Healthcare CXO Summit Spring 2013, in Palm Beach, Florida, April 15-17, The Carter Group’s Steve Carter points out the risk management, change management and planning that must go into a hospital transition or expansion.

What considerations need to go into planning a hospital transition?

The typical scenario is that a new facility has been constructed, and there is a need to transition from the existing facility to the new one. The medical equipment, furniture, information technology and supplies have to be moved, and the place has to be in shape to actually deliver medical care. In the meantime, throughout the move, the existing facility has to function, when staff might have responsibilities in the new place, such as training new employees or setting up their department. New hires need to be fully integrated when the facility opens its doors.

The overriding paradigm for us is risk management. There are patient safety risks involved when medical departments are on the move. There must be a plan, strategy and process, to make sure everything in the new building is placed, connected, tested, accepted and ready to deliver care, in the short time transition period. But equal attention must be given to managing the level of engagement on the part of the health care staff. As is well documented, patient satisfaction is directly correlated to the level of employee satisfaction.

What would this transition plan include?

First, we put together an organizational structure within the hospital care system, to address the project. It is a huge undertaking where they will need internal and external resources to make it happen. All stakeholders must be involved and leadership must not only have buy-in, but must champion and support the change management and other initiatives associated with activating a new facility.

Then we develop the high level strategy and schedule for loading and activation of the hospital. There are activities such as equipment testing and commissioning, infection control, regulatory inspections and terminal cleaning. All of these have to be orchestrated and managed within the same time period.

What financial impact could delays have on the organization?

That depends on their size and contractual obligations, but there is a definite day-for-day cost impact. No question about it. Everyone’s financial performance is based on the opening date, as that is when they start making revenue on the building. For one of our clients, it is at least USD 3 million loss for every month of delay in achieving the opening date.

As patient satisfaction scores directly impact revenue and reimbursement, hospitals have to make sure their scores stay up throughout. If it drops, they will lose revenue from their funding sources.

Planning the transition and activation needs to start at least two years before opening. Many hospitals bring in consultants too late for them to bring full value. It is a wise financial investment to get their help early on. They do not always anticipate all the requirements. Often there is an underestimation of what it takes to activate a new facility.

Interviewer: Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division

About the National Healthcare CXO Summit Spring 2013

This unique forum will take place at The Ritz-Carlton, Palm Beach, Florida, April 15-17, 2013. Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event.

For more information please send an email to or visit the event website at

Please note that the Summit is a closed business event and the number of participants strictly limited.

About The Carter Group

The Carter Group is a Transition Planning, Change Management and Relocation Management firm. We approach our client projects from a business operations perspective, protecting their productivity and bottom line through increased employee engagement during the challenge of relocation planning and implementation. Additionally we provide master planning, scheduling and detailed work plan development for steering the loading, commissioning and activation of a new facility.

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit  

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Tags:Facility Management, Healthcare, Risk Management, Ceo, Hospitals
Industry:Medical, Business
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