The center, in part with the help of its foundation, made a hefty investment in the high-tech/high-touch strategy. The organization's leaders, from board members to clinical leaders to the c-suite--agreed that if they were to make patient experience a top priority, the investment was mission-critical, Lowe says.
"The building itself was a $65 million building. And the hardware—basic plumbing stuff—was easy. The experience part was really expensive … It’s on order of $150,000 to $200,000 per room. So it’s not trivial money,” Lowe says. "When you have a name like Disney with your own brand on top of it … people just expect it’s going to be premier … The expectations of delivery of quality of care and of the experience is set. I believe we meet it. That’s why it’s so transformational what we’ve done here.”