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American Epilepsy Institute (“AEI”) is opening the first pediatric epilepsy hospital. According to the Institute of Medicine, 150,000 new cases of epilepsy are diagnosed in the United States annually, and of the 3.1 million Americans estimated to currently have epilepsy, approximately 30% do not attain adequate seizure control.
More than 1.4 million people struggle to treat their medically intractable epilepsy, yet surgical treatment options are critically underutilized; neurosurgeons perform ~4,000 epilepsy specific surgeries annually. Shockingly, 99.1% of surgery amenable epilepsy patients go untreated due to the current system of fragmented care.
An even smaller number of patients with intractable epilepsy are admitted to an Epilepsy Monitoring Unit (EMU) for a comprehensive evaluation. Current EMU bed utilization across facilities hovers at ~53%.
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American Epilepsy Institute
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We are looking for something that inspirese trust and integrity yet at the same time conveys our innovative approach.
AEI will be a surgery protocol-driven hospital, leveraging the following three foundational pillars:
• Integrated Practice Unit (“IPU”)
• Lean Process Improvement
• Targeted Micro-Marketing
Largely unrecognized within the industry, EMU utilization is the single greatest contributing factor to the scope and reach of care in any epilepsy program. AEI will optimize our EMU accordingly:
• Lean out process care delivery at the clinical level. Based on previous results, we project a 38% increase in patient throughput to the EMU.
• Increase EMU utilization through scheduling optimization; projected capacity increase of 60%.
• Decrease EMU length of stay from ~3.7 days to ~2.0 days; projected capacity increase of 89%.
Pillar 1: Integrated Practice Unit
An IPU is a vertically integrated, and cohesively managed medical treatment unit oriented around a single Diagnosis Related Group. In an IPU a dedicated team of both clinical and nonclinical personnel provides full cycle care for the patient. IPU personnel work together regularly as a team toward a common goal: maximizing the patient’s overall outcomes as efficiently as possible. The team meets frequently to improve care by establishing new protocols and devising more efficient ways to engage patients. The net effect is improved results for patients and lower costs.
Pillar 2: Lean Process Improvement
Since its early days in manufacturing, Lean has been making headway into other industries. Numerous case studies from Virginia Mason, Cleveland Clinic, and AEI leadership demonstrate the results of Lean in healthcare: more predictable patient outcomes, improved patient experience, and more efficient utilization of resources. AEI’s proprietary Perfect Patient methodology, along with its proprietary Single Patient Flow system has a double bottom line impact on revenue by delivering improved patient throughput to the EMU and follow-on procedures.
Pillar 3: Targeted Micro-Marketing
Hospitals, routed in traditional media marketing, make the “as many / seen by all” mistake through an over reliance on brand-building, that is exposing their brand and services to as large of an audience as feasible. In the digital age, medical marketing understands the ideal potential patient, recognizes how they consume content, and articulates a compelling story that captivates a portion of their finite attention.
AEI has taken a step back from antiquated strategies and instead directs its attention toward narrower, more focused audiences. AEI campaigns are largely digital and leverage social media channels like Facebook and YouTube to reach its target audience. AEI’s marketing delivers a specific condition-related message to only those individuals with, or associated with, the condition. This results in dramatically increased response rates and patient conversions.
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