TNC MLHWomensCtr Mock Q&A : simplebooklet.com

- 2 -Jack Lynch and JoAnn Magnatta recently sat down to talk about Main Line Health’s new state-of-the-art ambulatory care facility in King of Prussia. Created to better serve women’s health needs, Lynch has called it a “game-changer” for MLH. Interview by Timothy P. Kellyank you for the opportunity to speak with you about this beautiful new facility. [Lynch] Our pleasure. It’s energizing to see the results of collaboration by so many great partners of Main Line Health.Main Line Health had a lot of options on what type of facility you should create and build. So why this facility in this location?[Lynch] In planning, siting, designing and delivering this facility, we utilized the principles of e Main Line Health 2016-2020 Strategic Plan as our guiding light in every step of the development process to ensure that we were in complete alignment with our stated goals. e result is that this building truly embodies all elements of both our plan essentials and what we call our “Strategic Imperatives”. Our Strategic Imperatives include providing a superior experience for our patients, employees, partners and payers; improving the health of the communities we serve; developing highly engaged employees, physicians and partners; delivering outstanding value through continuous improvement; and advancing research and education of future healthcare employees.To be more specic, this facility is about being on the leading edge of care model transformation to better serve our patients and in particular, the woman of our community. It’s about improving the alignment of Main Line Health’s system-wide resources in an area that we have been serving for generations, albeit we are doing it here and now in a very specic, yet comprehensive manner --- in a care environment that we created primarily “A Game Changer”for Main Line HealthThe inside story on the Main Line Health’s New Women’s Center of Excellence in King of PrussiaQ&AA “billboard to itself”: e beautiful new facility and the Main Line Health brand are now visible to more than 100,000 cars per day.This facility truly embodies all the essential elements of our Strategic Plan --- without compromise!

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for women. It’s also about winning and managing more covered lives in the most convenient, compelling, cost ecient --- but most importantly --- clinically eective manner possible, as MLH strives to provide the best possible patient-centered care by investing in strong and appropriate infrastructure.[Magnatta] To add detail to what Jack said, there are a variety of reasons why we thought creating this facility was of critical importance to MLH. e rst is to enable vastly improved care access to women. As we all know, care delivery models are changing from fee-for-service, hospital-based care to value-based, outpatient service models. To be value-driven, Main Line Heath needs to be at the forefront of providing the most convenient and comprehensive outpatient services, particularly for preventive care, and so we thought this location, with such great visibility and access was an absolute “no-brainer”. Our brand prominence and presence will now be reinforced by the millions of cars per year that pass within plain view and prominent signage of this beautiful new building. Aer a comprehensive evaluation of many other site options, this location was the obvious choice. In addition to the “billboard” type visibility from the Turnpike and Schuylkill Expressway connector, the site has easy access to Rt. 202 and Rt. 422, as well as great connectivity to both the King of Prussia shopping and business districts. We think this is a perfect t for us and more importantly, for our patients. e second reason is that it made great strategic sense for MLH from both a market-preservation and market-growth standpoint. For more than a century, Main Line Health and our associated hospitals have been the premier care provider for this area, but we were starting to see encroachment of signicant competition that threatened our dominance in this market. For example, Penn Medicine has made a huge play in Radnor --- the heart of our traditional market --- with a large ambulatory care center, CHOP built a large pediatric facility nearby about 5 years ago and Einstein then backlled the building that CHOP had le in King of Prussia. Other competitors are always looking to gain a foothold here. So, we thought it was essential to “fortress” MLH’s future in this market by creating greater access to our services for patients coming from locations such as Collegeville, West Chester, Chester Springs and Plymouth Meeting, while also facilitating a growth opportunity for our system. Lastly, this facility features the latest in healthcare technology innovation. It will not only be a great place to get the most state of the art care, but it will also be a compelling place for our caregivers to practice and for future employees to train. Consistent with our strategic plan, it’s important to our patients and care givers that we provide an environment which incorporates the latest medical advancements and maximizes eciencies of connected care. We oer primary care, imaging, lab, urgent care and a large spectrum of specialty and sub-specialty women’s care here --- one stop shopping of sorts --- which optimizes both patient and provider satisfaction in a connected care environment. You mentioned the facility has been created with a “patient-centered experience” in mind. Tell us about that? [Lynch] A patient centered care experience, or as some say a human-centered consumer experience, focuses on the needs and preferences of the consumer rather than an organization’s own operations and that starts by treating the consumer like a human and not a patient. It was critical for us to embrace the human-centered experience in both the design and the operation of this new facility by focusing on details that many patients wouldn’t recognize unless they were not done well. We wanted an operating model that made us distinctively attractive from an accessibility, navigability, and service perspective and for that reason, we chose to walk away from our original location for this facility because it was a big compromise of the principles of human-centered care. For example, our original site would have been walkable to [a very small percentage of] patients, which sounded great, but it required the vast majority of patients --- more than 95% --- to park in a parking garage, which is confusing and intimidating to many, therefore it compromised the patient care experience. Instead, we were able to create this facility with equal connectivity to the King of Prussia shopping district, while incorporating better human-centered elements such as a more welcoming arrival experience, superior aesthetics, better parking, improved way-nding, more natural light and greater transparency throughout the entire facility. e result is we’ve created a far better patient care experience, with the added benet of creating a beacon of sorts to the Main Line Health brand. Just as important, we are providing our community with a constant - 3 -...we are providing our community with a constant reminder that wellness-based care is easily available and accessible at this location

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reminder that wellness-based care is easily available and accessible at this location. So you believe that building this facility will enable MLH to maintain and grow market share? [Lynch] Absolutely, positively. Our strategy team was very informed in making this decision. Our new location, it’s visibility and the facility itself with an emphasis on human-centered, wellness-based care trumps all in this area; it will deter patients in this market from migrating to Penn’s new outpatient facility in Radnor, (the initial phases of which are scheduled for delivery soon); it can grow our patient base from those previously loyal to competitors like Suburban Community Hospital and Tower Health-Phoenixville, as well as Einstein’s facility in East Norriton, which continues to grow.[Magnatta] I’ll also state the obvious - 4 -that in catering to women here, we gain a greater control of the person that makes the healthcare decisions in most families. Our thought was, if we can bring outstanding, specialized and convenient care to women in this extended community, then we can have a leg up on being the provider of choice for their entire family. And again, the visibility of this location adds great value to our services and brand. Besides the emphasis on women’s care, what makes this facility dierent from other MLH outpatient facilities? [Magnatta] Well, in addition to its incredible accessibility, it’s emphasis on women and the incorporation of the latest technological innovations, we have designed a care delivery model based on a blend of best practices Aerial view of the new Women’s Center of Excellence at 500 North Gulph Road King of Prussia, PA. Patient access is accentuated by a SEPTA bus stop, a dedicated signalized intersection, and abundant surface parking.We’ve created a far better patient care experience, with the added benet of creating a beacon of sorts to the Main Line Health brand.12,000 vehicles/day35,000 vehicles/day53,000 vehicles/dayValley Forge InterchangeMain Line Health at500 North Gulph Road

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- 5 -utilized by the nation’s most successful hospitality and retail providers. At MLH, we recognize that we are rst and foremost a service provider to our patients, and so we set out to create the ultimate care-friendly environment to take some of the stress and anxiety out of going to the doctor. I’m proud to say we have accomplished that goal. We have incorporated things like centralized check-in, patient-friendly waiting lounges, greeters, patient escorts and the latest in communication technology to speed the ow of care access and information to our patients and providers, while making this the most comfortable facility of its kind in the nation. e goal is to provide an experience that will maximize patient satisfaction and generate loyalty to MLH, not unlike what a great hospitality or retail provider would do in planning, siting, designing and operating their facilities. As Jack mentioned, all of our decisions were focused around creating an accessible, true human-centered care delivery environment consistent with our strategic plan. [Lynch] Just to add to JoAnn’s point, we realized that in adopting a “retail approach to healthcare” some of our other site options were decient in the fundamental tenets of patient centered care. We knew we wanted to be connected to the retail aspects of King of Prussia, but not if that “connectivity” would create undue stress for our patients in the form of confusing trac patterns, parking hardships, compromised aesthetics, a lack of physical transparency and excessive costs due to space constraints. We recognized all those considerations were critically important if we were to remain the provider of choice in a true patient-center care delivery environment. ankfully, we partnered with a development team who showed us a means to meet all of our goals, while also saving us a signicant amount of money in doing so. How did you program and sta the facility and how will you keep current?[Lynch] We used and will continue to use predictive analytics to determine how best to serve this community on an ongoing basis. Like airlines or hotels, our multi-specialty suites will be staed according to a service-based model utilizing analytics and algorithms, as opposed to an asset-based, “if we build it they will come to us” model. e exibility of our interior program combined with the use of analytics will be essential for us to win and manage more covered lives across our entire network, meeting the needs of an accountable care delivery environment. What other benets will this facility provide? [Lynch] As we mentioned, this new A human-centered environment emphasizes sunlight and sustainability.It was critical for us to embrace the human-centered experience by focusing on details that many patients wouldn’t recognize unless they were not done well

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What is the ownership structure here?[Magnatta] We created a shared ownership model between our system and some of our partner-practitioners. With shared ownership, our partners are true stakeholders in the success of the building. By working with some very experienced and insightful development partners, we delivered this facility at a cost that makes it an attractive investment. Is this facility part of a larger strategy?[Magnatta] Absolutely. As healthcare has become more consumer driven, we recognized the need to think and operate like a great retailer does. e provider market is so dynamic that we have a “battle plan” of sorts to protect and optimize patient ow, access and quality of care while incorporating strategic growth tactics. is includes ongoing competitor analysis and associated adjustments to our plan. is is just the beginning of something very exciting!facility brings access and visibility to millions of cars per year, which is essential as healthcare delivery becomes more consumer-centric and thus ‘retailized’. With its great signage and nexus location, the building is a beacon for itself and patients of the MLH system. Second, there is abundant public transportation available to patients and practitioners, including a dedicated SEPTA stop, right at our front door, which, consistent with our strategic plan, allows for greater access to care for all in our community. ird, there is easy access to shopping, dining and overnight accommodations, bringing added amenities to our patients and practitioners and making us convenient to them within the existing patterns of their daily lives. Fourth, since we built 100,000 square feet and our initial program is only 80,000 square feet, there is future expansion potential in the building, which we believe is not a question of if, it’s really when. Lastly, I want to re-emphasize the importance of this facility as a great place for our sta to practice and our system to recruit new employees. Studies have shown that losing a primary care physician and their patient base causes more damage than the patient counts we gain by opening a typical urgent care center. We believe that providing a comfortable and attractive place for our providers to practice will help us retain and attract the most qualied physicians and care providers, which cuts to the heart of why Main Line Health remains the premier healthcare provider in the region. Many of my points may sound familiar because they are consistent with our Strategic Imperatives. is facility truly embodies all the essential elements of our Strategic Plan --- without compromise![Magnatta] Also, “fortressing” and growing market share in this area will be advantageous to our system and patients since we are providing a better fee-for-value environment, which minimizes risk for our ACO participants, as well as our payers. As healthcare delivery moves to a population health model, this facility will bridge some geographic coverage gaps in the current MLH system.- 6 -Tim Kelly is Vice President of Strategy & Project Development at e Norwood Company | Contact: 215-280-3848Multi-specialty suites allow for exible programming to meet the ever-changing demands of Accountable Care delivery.

TNC MLHWomensCtr Mock Q&A

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