The Experience of Tamarac

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The Experience of Tamarac
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A Glimpse of Tamarac
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Why Tamarac?

• Unhealthy population
• Increased demand for services
• Rising medical costs for community and GMHS
• Need for new Rehab facility
• New businesses/jobs
• Right thing to do
• Long-term GMHS sustainability

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Why Tamarac?

• 50 of adults exercise less than
  recommended 30 minutes/day
• Third worst for rate of obesity
  among ten heaviest states for
  past 14 years
• 62 of adults considered either overweight or
  obese
• 24.1 of adults smoked in 2002
  More than 16,000 tobacco-related
  deaths each year

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Why Tamarac?

• The best value in healthcare is wellness
• 10 of Medicare patients consume 70 of all
  Medicare expenditures
• Need a more organized approach to Disease
  Management

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Why Tamarac?
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Why Wellness?

• Its the right thing to do for any Community
• We all want and need to be healthy
• 50 of the determinants of health are
• PERSONAL LIFESTYLE !!!
• It is a new revenue stream to make up for short
  falls in Medicare and Medicaid reimbursement

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Current U.S. Health Reality
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The New Vision A Health Care System
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Feasibility
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Demand Analysis
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Why Experience Economy?

• The significant problems we face today, cannot
  be solved at the same level of thinking we were
  at when we created them.
• Albert Einstein

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Why Starizon?

• A New WayNot the Old Way Harder.
• As an idea, Starizon is dedicated to helping
  leaders discover how their businesses can
  differentiate from competitors through Experience
  Design and Staging.  We are not generalists in
  strategy -- but specialists focused on bringing
  vibrant Experiences to life for consumers,
  employees, partners, and other businesses.

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Starizon

• Today, what people desire are neither goods
  nor services, but something very different
  Experiences that engage them in a personal and
  memorable way. This new consumer quest is
  compelling businesses to reshape their offerings
  and capabilities. 

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The Birthday Party
Transformations
Experiences
Services
Goods

• Commodities

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Tamarac Declaration
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• The 1st Way
• Intentional

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Intentional

• T heme The Experience
• H armonize Impressions With Positive Cues
• E liminate Negative Cues
• M ix In Memorabilia
• E ngage All Five Senses

- Pine Gilmore The Experience Economy
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• The 2nd Way
• Individual

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Individual

• Modularize Capabilities
• Develop Linkage System
• Create Design Tool
• Identify And Remember Preferences

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• The 3rd Way
• Interactive

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Interactive

• Relationship Center
• Technology Interactivity
• Complementor Relationships

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• The 4th Way
• Interpret

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Interpret

• Take The Intentional, Individual, And
  Interactive Tamarac Citizen Experience And Design
  The Stage Upon Which It Is To Be Performed
  (Architecture) And The Roles, Actors, And Script
  (Recruitment, Training, And Education) That Will
  Determine Its Direction.

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• The 5th Way
• Inspirational

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Inspirational

• Communicate The Intentional, Individual,
  Interactive, And Interpreted Tamarac Citizen
  Experience In A Way That Appeals To Citizens
  Aspirations.

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• The 6th Way
• Institute

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Institute

• Culture
• Context
• Competencies
• Catalysts

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Tamarac Institute

• 3 day institute
• The institute house
• Why not Now
• Day 1 Experience economy
• Day 2 - Experience Expedition
• Day 3 - Applying the Is to Tamarac
• Transformational experience

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Tamarac Challenge
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Statistics December 2007 through December 2008
  Tamarac Citizens 2,424 Age range
14 to 92 Check-ins to fitness
118,084 Cardio hours . ..2,498,953
Pounds lifted ....378,694,284 Pounds lost
..5,980 Calories burned20,930,672 R
ehabilitation visits.14,146 Healing
massages...307 Group exercise
classes...2,392 Aquatic Classes
...832 Outdoor tours9 The Tree
House visits ....8,934 Dirty diapers
changed.963 Loads of laundry...7,020 Liv
es transformed.........countless The gift of
health...priceless  
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Balance Score Card
Date June 2008
Date June 2008
TAMARAC T
Date June 2008
TAMARAC T
Tamarac T
TAMARAC T
Tamarac T
Balanced Score Card
Tamarac T
Balanced Score Card
Balanced Score Card
STRATEGIC GOALS MEASURE INDICATOR ACTUAL (Nove
mber 2008) TARGET (January 2009) STRETCH (Ju
ne 2008) Tamarac will improve the health of its
citizens and the community Number of GMHS associa
te citizens Number of Corporate citizens Nu
mber of month check-ins Number of therapeutic
referrals GMHS/WIN citizens Corporate citiz
en total Average monthly check-in Bench mark
Number of monthly enrollments 131/241 8
37 ((13 businesses) 8,908 10 month of Oct
150 900 9,036 30 200 1,022
11,746 35 Tamarac programming will live
out the Two World One theme through its
experience delivery and programming.
Percentage of non-dues revenue
Average visits per member Non-due monthly
benchmarking Visit/member/month Bench mark
27 3.73 35 5.10 40 6.7
The associate experience will uniquely different
at Tamarac therefore impacting the
customer/citizen experience.
GMHS survey results Bi-annual all staff meetin
g attendance and Feedback Institute attendan
ce Conduct and evaluation twice a year.
Conduct and evaluation one time a year
Baseline Baseline November 2008
November 2008 May/June 2009 Tamarac
will contribute to the overall prosperity of
GMHS Gross Revenue Gross Expense (EBITA) S
taffing ratio to citizen volume
Rehab Productivity Gross Rev./per member/per m
onth benchmark Gross Expense/per member/per mo
nth benchmark FTE/member benchmark PT/OT/ST
productivity standard 48.32 63.93 104
PT F .93 OT .53 ST 1.6 PTN 1.25 58
68 95 PT F 1.0 (OT .5) ST 2.1 PT N
.97 68 63 100
STRATEGIC GOALS MEASURE INDICATOR ACTUAL (Nove
mber 2008) TARGET (January 2009) STRETCH (Ju
ne 2008) Tamarac will improve the health of its
citizens and the community Number of GMHS associa
te citizens Number of Corporate citizens Nu
mber of month check-ins Number of therapeutic
referrals GMHS/WIN citizens Corporate citiz
en total Average monthly check-in Bench mark
Number of monthly enrollments 131/241 8
37 ((13 businesses) 8,908 10 month of Oct
150 900 9,036 30 200 1,022
11,746 35 Tamarac programming will live
out the Two World One theme through its
experience delivery and programming.
Percentage of non-dues revenue
Average visits per member Non-due monthly
benchmarking Visit/member/month Bench mark
27 3.73 35 5.10 40 6.7
The associate experience will uniquely different
at Tamarac therefore impacting the
customer/citizen experience.
GMHS survey results Bi-annual all staff meetin
g attendance and Feedback Institute attendan
ce Conduct and evaluation twice a year.
Conduct and evaluation one time a year
Baseline Baseline November 2008
November 2008 May/June 2009 Tamarac
will contribute to the overall prosperity of
GMHS Gross Revenue Gross Expense (EBITA) S
taffing ratio to citizen volume
Rehab Productivity Gross Rev./per member/per m
onth benchmark Gross Expense/per member/per mo
nth benchmark FTE/member benchmark PT/OT/ST
productivity standard 48.32 63.93 104
PT F .93 OT .53 ST 1.6 PTN 1.25 58
68 95 PT F 1.0 (OT .5) ST 2.1 PT N
.97 68 63 100
STRATEGIC GOALS MEASURE INDICATOR ACTUAL (Nove
mber 2008) TARGET (January 2009) STRETCH (Ju
ne 2008) Tamarac will improve the health of its
citizens and the community Number of GMHS associa
te citizens Number of Corporate citizens Nu
mber of month check-ins Number of therapeutic
referrals GMHS/WIN citizens Corporate citiz
en total Average monthly check-in Bench mark
Number of monthly enrollments 131/241 8
37 ((13 businesses) 8,908 10 month of Oct
150 900 9,036 30 200 1,022
11,746 35 Tamarac programming will live
out the Two World One theme through its
experience delivery and programming.
Percentage of non-dues revenue
Average visits per member Non-due monthly
benchmarking Visit/member/month Bench mark
27 3.73 35 5.10 40 6.7
The associate experience will uniquely different
at Tamarac therefore impacting the
customer/citizen experience.
GMHS survey results Bi-annual all staff meetin
g attendance and Feedback Institute attendan
ce Conduct and evaluation twice a year.
Conduct and evaluation one time a year
Baseline Baseline November 2008
November 2008 May/June 2009 Tamarac
will contribute to the overall prosperity of
GMHS Gross Revenue Gross Expense (EBITA) S
taffing ratio to citizen volume
Rehab Productivity Gross Rev./per member/per m
onth benchmark Gross Expense/per member/per mo
nth benchmark FTE/member benchmark PT/OT/ST
productivity standard 48.32 63.93 104
PT F .93 OT .53 ST 1.6 PTN 1.25 58
68 95 PT F 1.0 (OT .5) ST 2.1 PT N
.97 68 63 100
HEALTH
HEALTH
HEALTH
EXPERIENCE
EXPERIENCE
EXPERIENCE
PROSPERITY
PROSPERITY
PROSPERITY
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CITIZEN MAKE-UP AT A GLANCE   Census 2,424 Male
918 Female 1,506   Primary 1,742 Secondary
437 Dependents 245   Age summary 14-20
10 21-30 13 31-40 18 41-50 25 51-60
21 61-70 7 71-80 4 81-90 1.5 91-100
0.5   By Zip Code Fremont 62 Hesperia
8 Newaygo 7 White Cloud 6 Holton 4 Grant
4 Outside Newaygo County 9  
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    HEALTH RISK APPRAISAL (HRA) AT A GLANCE
Citizen Summary of HRA   Controllable Risk
Factor Breakdown Low risk category (0-2 risks)
59 Medium risk category (3-4 risks) 28 High
risk category (5 risks) 12   Top Five
Medical Risk Factors Obesity 33 Allergies
27 Arthritis 22 Back Pain
13 Migraine/Headache 10   Top Five
Controllable Risk Factors Body Mass Index (BMI)
27.5 53 Sedentary Lifestyle 31 Low work
satisfaction 20 Hypertension 19 Stress
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CORPORATE CITIZEN MAKE-UP AT A GLANCE   Total
Corporate Accounts 13 Total Corporate Citizens
837   W.I.N. (GMHS internal wellness program)
241 Associates participated in W.I.N. 75 W.I.N.
participants are Citizens 56 Non-W.I.N. GMHS
Associates are Citizens Total GMHS Citizens
131  
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Todds Story

• NEW YOU SUCCESS STORY
• On a nice Fall day in 2005, Todd Gilliland was
  working in the yard with his son when life
  suddenly changed. Doctors told him his heart had
  stopped. At the young age of 43, the shape of
  Todds future began to change. Todd swam
  competitively and remained fit in his 20s. After
  he married his wife, Brenda, he began to notice
  gradual weight gain. He tried several things to
  control his weight but regardless of his efforts,
  he accumulated ten or more pounds a year, over
  the last five to seven years.
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• Then it happened. Todds heart stopped and he
  knew he had to get serious about his health. He
  stopped smoking, considered lap band surgery, and
  enjoyed temporary success with fad diets, but
  each time the weight would eventually come back.
  Todd joined Tamarac in December of 2007 and began
  a regular regimen of exercising five to six days
  each week. At the advice of Dr. Chris Hudson,
  Todd began the New You Program on April 1, 2008.
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• The New You program is offered through Tamarac
  and is a 20-week behavior modification program.
  This medically-supervised full meal replacement
  program, is focused on making lifestyle changes
  for improved health and weight management. Todd
  enjoys his daily shakes, fresh fruit and
  vegetables and records his daily activity in his
  personal journal.
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• To date, Ive lost over 65 pounds. Dr. Hudson
  has taken me off all medications and I feel like
  a new person. This time is different because
  several healthcare professionals are tracking my
  progress to assure continued success. Todd
  checks in regularly with New You Program Manager
  and Dietician, Cathy Gragg, as well as his
  Tamarac Fitness Guide, Amanda Irwin. Todd feels
  he finally has a winning combination of weight
  management and exercise plans to make a permanent
  lifestyle change, and hopes he can also influence
  his family to get healthy and stay healthy.
•  

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What the Future Holds

• GMHS Vision
• To be the source of renewal in sickness and
  health.
• Clinical Integration Model
• Facility
• Programming
• Financial alignment
• Expansion of retail opportunities
• Employee Expereince

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Questions ?