CLIENT:
Ambulatory Care Facility CASE STUDY
Mid-Atlantic Region
We will devise strategies that align your portfolio of services with the needs of your community. With the migration from an episodic care model to a population health system, healthcare organizations must reevaluate the composition and distribution of the clinical services they provide to their communities.
CHALLENGE
EXECUTIVE SUMMARY
A healthcare system could not meet the
With the increasing cost and complexity of inpatient services, CMS pushing for
demand for certain inpatient services due
site-neutral payments and the impetus to shift care to the lowest cost of care
to space limitations within their flagship
environment, outpatient services are increasingly being pushed out of acute care
hospital. The System knew it had to decant
centers. The process of identifying the services that can be moved with minimal
some outpatient services and modalities
operational and fiscal impact is only part of the equation, as projecting capital
to create efficient expansion space within
requirements and the true organizational cost requires the scoping of replacement
the existing facility, yet it did not have the
facilities for both inpatient and outpatient services, the modeling of staffing and
capability to evaluate space requirements
support service impacts and the potential demand and utilization effects of service
and potential service line impacts.
relocation. Senior leadership viewed the project as the perfect opportunity to drive both
SOLUTION
operational and capacity improvement. Through a lean-led process design initiative,
Clinical Service Alignment
the operational future state and to provide leadership with measurable success
acute care service quality, utilization and capacity benchmarks were created to define metrics. Within the inpatient facility, projecting the scope of renovation depended
Array’s strategic planning process
upon the creation of a departmental and spatial prototype that was based upon the
optimized the client’s existing facility
future state operational model. An in-depth market analysis allowed the system
utilization, as well as mapped the service
to project outpatient service line growth and to plan investments in both fixed and
lines and modalities most suited to an
variable assets sufficient to meet the demand for care services.
outpatient environment. Our scenario-
Through the strategic planning process, the healthcare system’s senior leadership
testing and prototyping tools enabled
team was able to create a clear growth strategy, confident in the knowledge that, not
the System’s leadership to evaluate each
only was the plan actionable and based on a comprehensive analysis, but also that
decision’s potential ROI. The team then
the System’s planned investments would enable them to meet demand projections,
engaged third-party developers to provide
improve the quality of care and provide value to the organization, its patients and the
a full range of development opportunities.
PROJECT HIGHLIGHTS
community it serves.
6
Departments Improved
32,000 SF 3 Evacuated Space
Development Opportunities Identified