“Bringing The Fitness Complex project to a successful conclusion was definitely a challenge. Your professionalism and patience in working with three partners and a diverse socioeconomic community was certainly noteworthy. Your success in achieving the pre-opening membership goals are a credit to your ability to project and attain the memberships to insure a financially viable project.”
Vice President, Clinical Support Services
St. James Hospital & Health Centers
Chicago Heights, Illinois
Business & Project Development
Public-Private Community Partnerships
IBIS Enterprises professionals have extensive experience in public-private partnerships including healthcare, wellness, fitness, mixed-use and recreation development fields. We have experience working with healthcare providers, higher education, K-12 school districts, mixed-use developers, senior communities, municipalities and other organizations across the country. Our team has successfully developed public-private partnerships for health and wellness centers, fitness & recreational centers for municipalities, community hospitals, major academic medical centers and integrated healthcare delivery systems. We provide the business planning/feasibility plans, development, design, financing, ownership, project management and marketing and sales services needed to develop and implement a successful and financially viable public-private partnership projects.
The first and most important step in the development of a health and wellness center is the business plan and feasibility study. Conducting the feasibility analysis and developing a comprehensive business plan provides the necessary information to make an informed decision as to whether or not to proceed and make a commitment to develop a project.
The Business Plan includes:
To fully assess the extent of your market's potential utilizing various methodologies to determine demographics, drive times, lifestyle & competitive factors, consumer acceptance, statistical usage patterns and other key indicators.
Utilizing the feasibility analysis, we determine the programming to meet the specific needs of the community. These programs will vary from market to market area.
The decision whether to develop a center on an existing campus or on an off-site location, perhaps to penetrate a new
market area should be considered. Some of the factors to consider are cost, size/configuration, accessibility,and surrounding land uses.
We utilize the feasibility analysis, program planning and site selection processes to define a conceptual space plan and schematic design or block plan which demonstrates the size, location and relationships of the various programs to generate the capital budget.
Options for ownership structures will be provided based upon your existing corporate structure(s) and your ownership and financing objectives. There are a variety of ownership structures which have been successfully utilized.
Financing options derived from a wide variety of possible financing packages would be developed in response to the financial objectives and the parameters of the various ownership structures.
A complete, detailed and categorized capital budget identifying all soft and hard costs is generated
based upon the preliminary conceptual design and local building costs. Additionally, a five year operating budget is
developed. These pro forma statements identify the expected revenues and expenses along with an anticipated return on investment.
A preliminary assessment of the regulatory approvals required to develop the center will be conducted. including the identification of all restrictions, requirements, fees and application deadlines.
A preliminary marketing and sales strategy will be developed and tailored to the specific market area. Through the marketing, public relations, advertising and sales efforts, consumers are educated regarding the value-added amenities, features, programs and services which differentiate this center from other community offerings. During the pre-opening phase consumers will have the opportunity to purchase memberships.
A detailed development schedule will outline the timing of the specific tasks and responsibilities needed to complete the project, along with key milestones. The facility and business development typically encompass a period of eighteen to twenty-four months.
Upon completion of the comprehensive business plan, the internal approval process occurs. We prepare educational presentations to effectively present the business planning analysis, findings and recommendations.
Upon completion of the formal approval process, the development phase commences. This phase involves the implementation of the business plan to include all of the tasks required to reach grand opening. These include final program planning, the completion of architectural and engineering documents, the orchestration of construction activities, regulatory approvals, pre-opening marketing and membership sales, staff recruitment, orientation and training; operations plans, information systems, policies and procedures; member
orientations and grand opening events.
The development phase involves the full-time efforts of a team of specialists who provides quality control oversight, and guarantees an on time, on budget project that meets projected membership goals. The myriad of details and tasks must be carefully monitored on a daily basis to ensure a successful center.
As part of the development services, we remain involved in overseeing the operations for six months to ensure that all of
the systems, staff placements and overall operations policies and procedures are working properly. Upon completion of the development phase, some of our clients request that we enter into a management services agreement. An operational management agreement can vary from one year to several years depending upon the needs of the client. Operational management services include: staff supervision; financial management and budget controls; quality assurance; service excellence; and marketing & sales.
For those who operate an existing under-performing center and are having operational issues that may be adversely affecting financial performance and customer satisfaction; or may be experiencing high staff turnover, an internal operational assessment can be conducted. The operational assessment, or facility evaluation,is comprehensive and exhaustive. A typical engagement will evaluate the following:
· the physical facility from a programmatic and financial productivity perspective;
· current fitness and wellness programs and services;
· human resource allocation;
· equipment condition and capital needs;
· sales and marketing plans, including retention strategy and service satisfaction;
· other areas as needed to properly and comprehensively assess current operations and performance shortcomings
Once the assessment is complete, IBIS will include conclusions and recommendations to improve overall facility performance.
What is Operations Management?
Assuming responsibility for the operations of a facility, IBIS would enter into a management engagement to manage the owner’s operations. Typically, the facility is owned by a provider who also offers other health care related services. These services may or may not integrate or complement the facility’s operations.
Prior to exploring an operations management agreement it is recommended that IBIS provide an assessment of the facility. The assessment would allow both IBIS and the owner to discuss strengths and opportunities associated with operations. A typical operations assessment would include a review of the following:
marketing and sales
Fees & Terms
The management fee and terms of the agreement would be typically addressed either during or at the conclusion of the operations assessment.
IBIS would work closely with the owner to establish an appropriate management team and governance structure for facility operations.
Goal Setting and Operational Performance
IBIS would work closely with ownership to assure expectations are exceeded. An annual communications plan and meeting schedule would be agreed upon to insure that critical information is communicated and the operational status is transparent to the owner.