St. Dismas Assisted Living Facility
Case 1: Planning the Project
St. Dismas Medical Center, an urban, nonprofit, 450 - bed rehabilitation hospital began to see a significant decline in admissions. St. Dismas’ mission focuses on inpatient and outpatient rehabilitation of the severely injured and catastrophically ill. While the patient census varied from month to month, it appeared to the St. Dismas Board of Trustees that the inpatient population was slowly but steadily declining. The hospital’s market researchers reported that fewer people were being severely injured due to the popularity of seat belts and bicycle/motorcycle helmets. In order to get a handle on the future of the organization, the Board, and the CEO, Fred Splient M.D. called for a major strategic planning effort to take place.
In January 1999, St. Dismas held a planning retreat to identify future opportunities. The outcome of the retreat was that the Medical Center needed to focus its efforts around two major strategic initiatives. The first, a short run initiative, was to be more cost - effective in the delivery of inpatient care. The second, a long- run strategy, was to develop new programs and services that would capitalize on the existing, highly competent rehabilitation therapy staff and St. Dismas’s excellent reputation in the region.
At the time of the retreat, Fred Splient’s parents were living with him and his family. Fred was an active member of the “sandwich generation.” His parents were aging and developing many problems common to the geriatric populace. Their increased medical needs were beginning to wear on Fred and his family. It crossed Fred’s mind that life might be more pleasant if the hospital Board approved an expansion of the Medical Center’s campus to include an assisted living facility.
In March 1999, Fred had his Business Development team prepare a rough estimate of the potential