Smart Master Planning: How Health Systems Can Be Ready for the Uncertainties of the Future (EYP)
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This document discusses strategies for health systems to prepare for uncertainties in the future through smart master planning. It provides an overview of common issues facing healthcare design and planning. It then discusses different considerations for academic medical centers, community health systems, specialty-based health systems, and regional multi-state systems. The document emphasizes strategies like flexibility, resiliency, and adaptability. It also discusses how health systems have responded to disasters and other unexpected events through master planning.
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Smart Master Planning: How Health Systems Can Be Ready for the Uncertainties of the Future (EYP)
- 1. Smart Master Planning: How Health Systems Can Be Ready for the Uncertainties of the Future • Robert Langheim, Whitecap Health Advisors @WhitecapHealth • Spencer Moore, University of Texas MD Anderson Cancer Center @MDAndersonNews • Matthew Schaefer, Children’s Hospital of New Orleans @MattSchaefer53 @CHNOLA • Moderator: Charles Griffin, EYP @EYPAE Join the conversation @USNHoT #USNHoT Presented by:
- 2. SMART MASTER PLANNING How Health Systems Can be Ready for the Uncertainties of the Future
- 3. ……………. But keep them out for Real-time Polling!
- 5. Smart Master Planning: How Health Systems Can Be Ready for the Uncertainties of the Future RESILIENCY FLEXIBILITY ADAPTABLE
- 6. Step 1: POLLEV.com/whitecap Step 2: Hit “Skip” Real Time Polling
- 12. Common Issues Facing Healthcare Design & Planning Scheduling Registration Way Finding & Parking Waiting Privacy Communication with Providers Daylight & Views Communication With Patients & Peers Adjacencies Between Departments, To Hospitals Consistency And Flexibility, Assignment Space Utilization Work Flow And Circulation Provider Access Patients’ Experience Providers Experience, Efficiency, Flexibility
- 13. With so much change and uncertainties in Healthcare… • What strategies prepare & ready us for change? • What will an acute care campus look like in the future?
- 14. If you are an Academic Medical Center or Teaching Facility • Will you be a large D&T platform with Critical Care Beds? • Will you be involved with Research – Transitional Medicine? • Will you be part of a system? • How do you integrate with that system?
- 15. If you represent a Community Health System • What is your plan for community & population health changes? • What do you think your bed count will look like? • Do you have all private rooms? • What is your plan to get to that model? • How is the Baby Boomer health needs impacting your planning?
- 16. If you represent a Stand-Alone or Specialty-based Health System • Are you concerned about your place & competitive advantage? • How are you responding to increased threats from competitors? • Are you planning to provide for all patient service needs? • What is your facility response to these questions?
- 17. If you are part of a regional, multi-state system • How is your system developing service lines across many hospitals? • What challenges are you encountering? • Are you considering closing your lower performing facilities?
- 18. • Policy impacts On top of these systemic healthcare issues… • We have experienced infrastructure challenges from natural disasters. • Encounter unexpected epidemics • Ever changing landscape of HC delivery • High-level security
- 19. How do we respond as hospitals, systems, an industry to these complex issues?
- 20. Healthcare of Tomorrow Healing People Moving Population Health More Healthy Planet
- 21. Robert Langheim Partner Whitecap Health Advisors Spencer Moore VP & Chief Facilities Officer UT MD Anderson Cancer Center Matthew Schaefer SVP, Chief Operating Officer Children’s Hospital New Orleans Panelists
- 22. Whitecap Health Advisors Overview Robert Langheim Whitecap Health Advisors Worked with 75+ US Health Systems Participated in over 160 planning efforts Involved in 40+ Strategic Facility Master Plans US NEWS HONOR ROLL HOSPITALS 8 of the 15 LARGEST PUBLIC HOSPITALS (BECKERS) 8 of the 25 Academic Health Systems Community Health Systems Children’s Hospitals Cancer Programs Public Hospitals SECTOR EXPERTISE Organizational Design & Funds Flow Corporate Strategy Network Development Partnerships & Affiliations Capital Asset Planning Service Line Planning FUNCTIONALEXPERTISE US News Honor Roll
- 23. Whitecap Health Advisors Role in Facility Master Planning Whitecap works with clients and architects to bridge the gap from strategic to facility planning by providing analytical rationale and strategic context for decision-making
- 24. Framework for Anticipating the Future FACT We don’t know what will happen in the future – and be wary of people saying they do! FACT Many past predictions have been proven wrong or materialized in a way we didn’t necessarily anticipate FACT There are some trends that are fairly robust, and suggest a potential direction FACT Health systems will have to continue to make consequential decisions in the face of incomplete information
- 25. Capital Asset Planning Tenets #1 Capital asset investments must enable institutional strategy, not lead institutional strategy #2 Institutions should seek to maximize existing assets when strategically and operationally practical before committing to new capital dollars #3 Capital asset decision making should factor in strategic, operational, facility, and financial assessments and considerations #4 Capital asset planning must include rigorous financial planning to ensure affordability #5 Health System should not attempt to resolve operational issues with capital solutions #6 Important to build in longitudinal pivot points (flexibility) to adapt to dynamic markets
- 26. Rob’s Lessons Learned Stick to planning fundamentals: A health system will have greater success by understanding market dynamics and using reasonable forecasting assumptions and throughput benchmarks The patient care continuum matters: Make sure you aren’t over (or under) investing in any one area of the patient care continuum (e.g., investing in ambulatory at the expense of acute care) Forge strong patient relationships: Creating stronger, longer lasting relationships with patients matter more today than in years past Incorporate facility flexibility: Flexibility matters but not at the expense of patient privacy and minimum customer expectations Be weary of unicorns: Be careful about getting too out-in-front of intriguing (but unvetted) concepts especially with unfamiliar payment models Keep moving forward: Just be methodical in your actions and make informed, vetted planning decisions
- 28. MD Anderson Recognition • Matt Berkheiser, Associate Vice President — Environmental Health and Safety • Bhargav Goswami, Director - Planning Services • Janet Sisolak, Director— Strategic Facilities Development
- 29. MD Anderson Monroe Dunaway Anderson created a charitable foundation in 1936. After his death, the MD Anderson Foundation provided funding and land to build a cancer hospital to serve the citizens of Texas. Our History
- 30. MD Anderson Our Beginnings Baker estate,1942
- 31. Outside of Houston Research – 500k BGSF Houston Area Locations Clinical – Growing from 200k to over 750k BGSF MD Anderson Cancer Center Texas Locations – 16,000,000 BGSF (and growing)
- 32. MD Anderson 3 2 MD Anderson Cancer Center at Texas Medical Center North Campus – 10M BGSF Clinical Research Faculty Offices Mid Campus – 2.5M BGSF Administrative Offices Support South Campus – 1.5M BGSF Research Clinical (Proton Therapy)
- 33. Main Campus Evolution 1955 1955 1955 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Original hospital, clinics and research labs Inpatient Outpatient Research Mixed
- 34. Main Campus Evolution 1969 1955 1968 1955 1955 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 1968-69 • Significant growth in research • Expansion of ORs • Expansion of Radiation Oncology Inpatient Outpatient Research Mixed
- 35. Main Campus Evolution 1969 1955 1968 1955 1978 1976 1955 1978 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 1976-78 • Addition of Lutheran Pavilion (inpatient beds) • New Outpatient Clinic • Further expansion of radiation oncology Inpatient Outpatient Research Mixed
- 36. Main Campus Evolution 19871969 1955 1968 1955 1978 1976 1955 1978 1987 1987 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 1987 • Expansion of outpatient clinics • Expansion of research labs Inpatient Outpatient Research Mixed
- 37. Masterplanning Concepts 19871969 1955 1968 1955 1978 1976 1955 1978 1987 1987 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Research Zone BIG IDEAS • “Bench-to-Bedside” • Development of Multi- disciplinary Clinics • Creation of the Cancer Prevention Center Inpatient Outpatient Research Mixed
- 38. Main Campus Evolution 1987 1995 1969 1955 1968 1955 1998 1997 1978 1998 1976 1955 1998 1978 1987 1987 1995 1991 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 1997-98 • New 12-story bed tower (Alkek Hospital) • New Clinical Research Building • Expansion of our outpatient clinics Inpatient Outpatient Research Mixed
- 39. 1992 2000 • Began decanting office space south of Holcombe • Demolished and re-built our patient hotel 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Main Campus Evolution
- 40. 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Masterplanning Concepts 2015 Masterplan Concepts developed in 2004
- 41. 1992 2000 • Began decanting office space south of Holcombe • Demolished and re-built our patient hotel 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Main Campus Evolution Inpatient Outpatient Research Mixed Hotel Office
- 42. 1992 2000 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Main Campus Evolution 2005 2005 2006 Inpatient Outpatient Research Mixed Hotel Office HMB Demolished
- 43. Main Campus Evolution 1987 1995 1969 1955 1968 1955 1998 1997 1978 1998/2007 2004 2015 1976 1955 1998 1978 1987 1987 1995 1991 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2004 - 2015 • Two new research building • Basic Science Research Building • Zayed Building for Personalized Cancer Care • Expansion of the Alkek Tower • Added 11 floors (384 beds) • The Pavilion horizontal expansion to the Alkek • Expansion of Surgical and Interventional Radiology • Clinical Redevelopment 2005 - 2012 Inpatient Outpatient Research Mixed 2013
- 44. 1995 1969 1955 1978 1955 2070 Newest hospital will be 70 years Original Core will be over 100 years Future Plans – Aging Facilities1990 1995 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 2055 2060 2065 2070 Over 100 years old 85 – 99 years 65 – 84 years
- 45. MD Anderson 2020 Masterplan • More of a regional approach • Continued emphasis on research growth • Data-rich approach to market share and demographics
- 46. MD Anderson Planning Tools • Clinical Metrics • Business Analytics • Financial Planning and Analysis • Data Visualization
- 47. Resilient and Sustainable Improvements
- 48. MD Anderson Tropical Storm Allison
- 49. MD Anderson Critical Systems Survey • Emergency Electrical Switchgear (ATS) • Chilled Water • Heating Hot Water Systems • Process Water • Medical Gas (MA, LA, MV, LV, EVAC) • Deionized Water • Domestic Water • TECO Condensate Return System • Steam Pressure Reducing Valve Station • Control Air Compressor
- 50. MD Anderson FEMA 406 Floodwall Protection for the Main Campus • Average First Floor EL. 42’ - 2” AMSL • 500 Year Flood Level EL. 46’ – 6” AMSL • Top of Floodwall Design EL 48’- 0” AMSL • Construction: Cast In Place Concrete with Granite Veneer Finish • Floodgates: 21 Flood Break Passive Activated & 15 Swing Type Manually Activated
- 51. MD Anderson
- 52. MD Anderson
- 53. MD Anderson
- 54. MD Anderson Heavy Gates have Winch Assist Poles to Manually Activate
- 55. MD Anderson Annual Testing of Submarine Doors
- 56. MD Anderson How this applies?
- 58. Hospitals in Florence Nightingale’s day
- 59. The best laid plans…
- 60. …are turned on their head with scientific advancement
- 61. We live in an internationally connected world…
- 62. …filled with unique local challenges
- 63. Those unique local challenges change the way we think
- 64. Children’s New Orleans is building for tomorrow
- 65. The masterplan at Children’s New Orleans is about more than inpatient care and capacity growth
- 66. It’s about “Family Centered” Care
- 67. Questions ?
- 68. Thank You!
Editor's Notes
- Proud sponsor of the conference; worked with nearly half of the top 100 ranked health and Pediatric Health Systems
- Proud sponsor of the conference; worked with nearly half of the top 100 ranked health and Pediatric Health Systems
- Poll Title: Which of the following best characterizes the health system you represent? https://www.polleverywhere.com/multiple_choice_polls/DqSPMUp4Gf46h7x
- Poll Title: I have previous experience participating on facility master planning efforts https://www.polleverywhere.com/multiple_choice_polls/Syy8D81FEBdJSfE
- Poll Title: I will likely be participating in a facility master planning effort: https://www.polleverywhere.com/multiple_choice_polls/lNpaNNVaQigpTW8
- Poll Title: My biggest concern / fear related to Facility Master Planning is: https://www.polleverywhere.com/multiple_choice_polls/38iwbwp58sX9KJQ
- Poll Title: I am most hoping to get the following out of this session: https://www.polleverywhere.com/multiple_choice_polls/tqOg3HLOr3nyz0B
- With so many changes and uncertainties in HC. What are strategies to prepare and be ready for change?
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