Shifting landscapes: establishing and maintaining brand identity in an era of healthcare consolidation

LaVone ArthurChief Integration Officer

Baylor Scott & White Health was created on October 1, 2013 by the merger of

Baylor Health Care System and Scott & White Healthcare

NOW ONE POWERFUL BRAND

TOGETHER WE ARE STRONGER

Satellite Outpatient Facilities HospitalsAmbulatory Surgery Centers

JV Emergency Medical Ctrs

Senior Health Centers

Specialty Care Clinics

Urgent Care Clinics

Primary Care Clinics

Patient Access Points

Retail Pharmacies

Patient Encounters Annually Outpatient Registrations

Licensed Beds Affiliated Physicians

Employees Largest employer in Temple Largest Employer in DFW

In total assetsIn total operating revenue$9.3 BILLION$7.3 BILLION

TOGETHER WE ARE STRONGER

INTEGRATION ACCOMPLISHMENTS• One unified vision• One system board• Substantially all corporate service areas have been fully integrated• Achieved synergy target of >$100 million annually• Designed integrated programs for employee health, welfare and benefits• Standardized employee review process• Conducted quarterly integration employee survey• Communicated new brand to employees, patients and communities served

CONTINUING INTEGRATION INITIATIVES• Identify additional synergies and new technologies (synergy goal in FY2016 =

$143m)• Continue integration of clinical service lines• Complete the integration of Human Resources• Modernize logistics through development of a consolidated distribution center• Bring insurance options of the Scott & White Health Plan to North Texas• Continue new brand rollout, including branding our hospitals by December

2015 (goal: 19 hospitals)• Communicate new brand to employees, patients and communities served

INTEGRATION LESSONS LEARNED

• Naming leadership early is key – For example, delay in naming our Chief Human Resources Officer resulted

in challenges meeting our targeted timelines.• Never underestimate the impact of Culture• Never underestimate the impact of Communication• Geography continues to be a challenge• Complexities involved in re-branding facilities• Employees want the new brand!

Nikki MitchellVice President of Public Relations

GOALS OF THE PR STRATEGY

• Tell Our Own Story• Build Momentum Around Proposed Merger• Earn Positive Media Coverage• Maintain an Open and Honest Dialogue

with Stakeholders• Mitigate Risks

THE RISKS

• Inaccurate or Untimely Informal Communication

• News Media Leak• Negative News Media Angles• Regulatory Approvals Pending

CRITICAL COMMUNICATION PIECES

• Timeline• Talking Points• Q&A• Press Release

WHAT DID WE COMMUNICATE?

• Unified Board: A unified board of trustees will be comprised of 14 individuals with an equal number of representatives from each institution. Drayton McLane, Jr., the chair of the Scott & White board of trustees, will serve as chair of the new organization’s board. Jim Turner, the chair of the Baylor Health Care System board of trustees, will serve as chair-elect of the new organization’s board.

• Leadership: The new organization will be led by a single executive leadership team. Joel Allison will serve as chief executive officer of the new company. Dr. Robert Pryor will also serve as president and chief operating officer of the new organization.

• Operations: The new system will have two operating divisions, which will consolidate over time. The Scott & White division will be headquartered in Temple, and the Baylor division will be headquartered in Dallas. 

• Brands: The new organization will be called Baylor Scott & White Health. Both Baylor and Scott &White will retain their individual brand names.

• Foundations: The foundations will remain separate. 

• Medical Staffs: The medical staffs will remain independent.

For patients, the new organization will ultimately mean:

Greater, more convenient access to high-quality care through an extensive network of physicians, advanced practice professionals, medical centers and hospitals throughout North and Central Texas.

Increased coordination of patient care.

Improved patient outcomes, by combining the expertise of primary care physicians, medical specialists and adopting the best practices of both organizations.

The ability to attract, retain and train the very best national and international talent.

Greater access to world-class primary and pediatric care and centers of excellence in cardiology, oncology, transplant, rehabilitative medicine and more.

GET TIMELY APPROVALS

1. Create Bite-Sized Communication Pieces

TELL YOUR OWN STORY

2. Don’t Underestimate the Power of the Exclusive

DECIDE WHAT IS NEWSWORTHY

3. Remember It’s a Marathon…Choose What to Highlight Wisely

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCKOc8uqk4MgCFUb7Ywod340ERg&url=http://www.penguinvideoproductions.com/1-minute-of-video-1-8-million-words/&psig=AFQjCNFSl7ogkMNAVD_ydBP2As1J6IaSHw&ust=1445953736193977

4. Use Video to Tell Your Story

MAINTAIN THE DIALOGUE

5. Don’t Just Talk… Listen

VisionForTexasCare.com

Jamie Rambo, Vice President Corporate CommunicationsBaylor Scott & White Health