Miron Construction Co., Inc Brochure detailing our healthcare construction services

1. Miron HealtHcare ServiceS
Medical center expertiSe
Our commitment reaches beyOnd cOnstructiOn;
Our passion brings dreams tO life.

2. Welcome to miron HealtHcare ServiceS
miRon HeaLtHcaRe seRVices helps decision-makers in the
healthcare industry build the right facility in the right location at
the right time.
INTRODUCTION
MIRON HEALTHCARE SERVICES speaks to bottom line results. It’s more than
a slogan; it’s our philosophy. We are driven by the overriding principle that
whatever we recommend meets not only the physical, but also the financial
requirements of the organization. Before we present a solution we must all ask
the question “Can we afford it?”
MIRON HEALTHCARE SERVICES is led by Dennis Lynch who has 25 years of
experience in the planning, design and construction of healthcare facilities
including new facilities, expansions, and remodels. MIRON HEALTHCARE
SERVICES’ primary customer base is hospitals, clinics, and group practices.
The PROCess
We eXIsT TO...
Our process typically begins with a kick-off and needs assessment of the key
create ReLationsHips, project drivers, critical issues and the current facility. We conduct our kick-off
and needs assessment with 5 major issues in mind:
built on honesty
• Size
and integrity, with • Location
• Budget
clients, partners, and • affordaBiLity
• ScheduLe
employees. at miron,
people come first. Size:
How much space is needed? To answer this question we will meet with the
appropriate stakeholders to gather their insights and compile this information
to help inform the future space program. We will also conduct an operational
audit to gain a clearer picture of how the current operation functions and
collaboratively identify any process improvements that will impact how the new
space will function.

3. Location: We eXiSt to...
Where should the project be located? Location is a function of understanding
your current competitive marketplace, future growth and expansion ability, fulfill dReams and
flexibility and the ability to accommodate your workforce. Whether it’s one
location or a dozen, the facility expansion plan and space needs must be assist our clients in
analyzed thoroughly in order to select the best possible site for your building.
turning their visions
Budget: into realities.
How much will it cost? Once the space needs are determined, we have the
ability to collaborate with the architect to develop a conceptual budget and a
proforma for the business plan.
affordaBiLity:
Is the project affordable? Many projects fail when this question isn’t asked or
if it is asked too late in the project. Affordability should be a key project driver
that all design and construction solutions should provide. In order to determine
affordability, revenue and expenses must be projected. MIRON HEALTHCARE
SERVICES team members use a very conservative model to project and analyze
affordability.
ScheduLe:
How long will it take and what are the steps? This is a frequent question asked
and this will be spelled out in detail during the project analysis phase. Only by
being committed to keeping a schedule, will things get done.

4. eXPeRIeNCe
Before founding MIRON HEALTHCARE SERVICES, Dennis was Vice President -
Consulting Services and in charge of the consulting group for the nation’s largest
design-build firm for healthcare projects with a focus on planning, design and
construction for the healthcare industry. He held this position for over fifteen
years. Dennis’ past clients include Mayo-Midelfort Clinic of Eau Claire, WI, Kaiser
Permante and Cleveland Clinic of Cleveland, OH and Naples, FL.
sTRaTegy DRIves eveRyThINg
The Owner and team must be clear on the strategy before attempting to design
anything. What services are you planning on delivering and does the market
need those services. Do you have the providers willing and able to provide the
We eXIsT TO... services? How do we measure success? Do we need to make a profit? Is this a
mission driven project?
promote innoVation
Once the strategy is set, the Owner must then determine if the project is
and be the leader in financially feasible. What are the assumptions for volume, revenue, staffing and
providing and utilizing operating margin? If the project shows a profit in five years but loses money
the first year is that a problem? What other scenarios are available that can be
the best tools, proposed and studied for consideration? Are our assumptions to aggressive or
to conservative?
processes, and safety
measures.
OPeRaTIONs PlaNNINg Is CRITICal
ALTERNATIVE SCENARIOS
NET MARGINAL INCOME
Simultaneously with the financial
analysis, the operational plan must
be developed. Staffing assumptions
$750,000
$500,000
must be verified with managers and
$250,000
front-line personnel. The equipment
$0
must be signed off by the users to
($250,000)
verify the staff is qualified and trained
($500,000)
Do Nothing on the equipment. The patient
($750,000) experience must be planned; staff
3-Phase New building- existing building sold in 3 Phases
41,500 sf small building-Keep existing facility
($1,000,000)
1999 2000 2001 2002
and patients are a rich source of
2003 2004 2005 2006
knowledge on current processes and
process improvements. The staff must be part of the design and agree with the
process changes being proposed. Too often process improvements are planned
without staff input and therefore, fail. In our experience, the most successful
operational designs have been those with staff input.
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5. We eXIsT TO...
develop soLutions
that exceed the needs
and requirements of
UNIqUe COmbINaTION Of seRvICes
our clients, partners,
In essence, MIRON HEALTHCARE SERVICES helps decision-makers in the
healthcare industry build the right facility—in the right location—at the right and employees.
time. What this means differs largely from client to client. Some may simply
need construction services. Others may need an objective analysis, including
financial projections of the feasibility of establishing a healthcare facility on
an existing or new site. Increasingly, we’re asked to help design memorable
patient experience that differentiate our clients from their competition. Others
have already traveled down the design path and look to us for our Building
Information Modeling and LEED/Sustainable services to help them (and their
stakeholders) build healthier buildings and to visualize their facility in new
ways to save them time and money during design, construction and future
operations. Whatever the need, our team often sets the direction for a facility
solution that exceeds patients’ expectations, meets budget requirements, turns
a profit, and accommodates market changes and future growth.

6. TOOls UseD by
mIRON healThCaRe seRvICes
Staffing/RecRuitment Plan
This staffing analysis shows the groups utilization of staff. Staffing levels are
compared to MGMA Better Performing Groups.
OPeRatiOnal audit/encOunteR-BaSed PROgRamming
This operational audit looks at the current operation and identifies operational
flow within the existing facility. Our team looks for areas where the organization
has patient-flow problems and inadequate work areas for the staff.
SPace PROgRam
We eXIsT TO... Once the operational audit and capacity analysis have been completed, a space
program can be generated.
integrate
Building and Site cOncePt
sustainabiLity to Typically, this is where the architect takes over the analysis and provides
building and site concepts to the client.
enhance health and
cOncePtual Budget
well-being and reduce Working jointly, MIRON HEALTHCARE SERVICES and the architect will develop a
our environmental project budget.
impacts.
OPeRaTIONal effICIeNCy IN ClINICal aReas
MIRON HEALTHCARE SERVICES will conduct an operational audit that tracks
patient, staff, and paper flow. Having observed hundreds of clinics, we are able
to make suggestions regarding design, work patterns, and staff assignments that
may improve your operational efficiency. Other firms may be able to show you
how you compare to MGMA staffing and procedure benchmarks; we can show
you how to exceed them.
We develop our programming solutions using a technique we call encounter-
based programming that also takes into account both present operations at
the client’s existing facilities and the large number of best practices we have
identified from other facilities. Actual patient schedules and volumes are
tracked against the number of exam rooms and nursing staff. Staff and exam
room resources are programmed to accommodate the number of patient
encounters, rather than the number of providers in the clinic.

7. Patient flOw infORmatiOn flOw Staff flOw
The goal of analyzing The paper handled on In small offices,
patient flow is to make any given day is choking communication between
it as easy as possible for the system. The goal reception, nursing
the patient to check-in, each day is to have and physician is pretty
register, see the doctor the patients’ medical simple. However, as
and checkout. It is no record to the doctor physicians combine
longer acceptable to when the patient needs into larger facilities the
make the patient stop to be seen. A lot of simple procedure of
at 2 or 3 windows to time is spent looking checking-in, checking-
check-in and have an for the elusive record, out, re-appointing and
entirely additional set of or relying on faxes. cashiering become
windows to checkout. Shadow files are created more complex. Many
Optimally, all business due to breakdowns times the small office We eXIsT TO...
should be conducted in the system. A is repeated by creating
at one location (i.e. paperless office and separate registration and serve the
changes in address, an automated medical checkout for each doctor
communities in which
payor, co-pay collection, record will eliminate or for each department
and reappointments) many of these issues. with the philosophy that we live and work,
with staff cross-trained Until implemented many the provider is the most
to handle all functions issues exist with all the important element. This giving back whenever
rather than at many paper in the system – lab tends to be expensive
locations throughout requests, ancillary tests, and lacks efficiency in and wherever we can.
the building. MIRON dictation, lab results, etc. the use of staff. The
HEALTHCARE SERVICES MIRON HEALTHCARE reception, check-in,
observes the flow SERVICES’s goal is to reappointment and
through a facility analyze the paper and checkout function can
from the patient’s each form from the be combined and done
perspective noting the staff’s perspective. Is centrally at one location
number of staff the there a better way? in the building or on
patient encounters, Change is recommended each floor. Two-thirds
the frequency of stops when increased staff of the total operational
made, and any barriers efficiency is possible. cost is staffing cost.
confronted in making MIRON HEALTHCARE
their way from initial SERVICES’s goal with
phone call to exiting the staff flow is to attempt
facility. to minimize the number
of staff needed based
on analyzing each staff
function. The result
is a staffing plan that
is efficient and cost
effective.

8. We eXIsT to . . .
create ReLationsHips, built On hOnesty and integrity, with
clients, partners, and emplOyees. at mirOn, peOple cOme
first.
fulfill dReams and assist Our clients in turning their visiOns
intO realities.
prOmOte innoVation and be the leader in prOviding and
utilizing the best tOOls, prOcesses, and safety measures.
develOp soLutions that exceed the needs and requirements
Of Our clients, partners, and emplOyees.
integrate sustainabiLity tO enhance health and well-being
and reduce Our envirOnmental impacts.
serve the communities in which we live and wOrk, giving back
whenever and wherever we can.
w w w . M i r o n - C o n s t r u C t i o n . C o M