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Addressing Multiple System Needs
In the face of rapidly changing healthcare policy, increasing outpatient demand, and aging infrastructure our client was struggling to solidify a financially feasible strategic direction for their ambulatory services. They had a number of existing clinics in the market, but some were highly underutilized while others were operating at max capacity. From a branding perspective, the existing clinics lacked continuity with varying nomenclature, aesthetic features, and facility design. Consequently, operations and the patient experience were inconsistent between sites.
In the acute care environment, there were a number of services that could potentially shift to an ambulatory setting. Catalyst helped determine service line shifts and identify the appropriate services to backfill the inpatient space. Given the evolution of the hospital infrastructure, the oldest buildings were located in the center of the hospital. Therefore, the hospital had over 5,500 square feet of space that was not suitable for patient care and there was no distinction between inpatient and outpatient zones. Because of this design, staff and patients often travel circuitous paths throughout the hospital.
To lay the foundation for capital investment initiatives, Catalyst created ambulatory and acute care master plans. The plans resulted in recommendations to build new ambulatory outposts to meet community needs and an addition to the hospital to start to improve efficiencies, provide space to demolish old infrastructure, and reduce long-term operational costs. Before executing the recommendations, our client worked with Catalyst and FreemanWhite to develop ambulatory prototypes, interior design standards, and exterior design standards to increase brand awareness, limit capital investment, and improve patient care. To increase speed to market, they selected FreemanWhite to take the ambulatory prototypes through construction documents. While FreemanWhite was working on the ambulatory design, our client received a grant to build a medical village on the hospital campus. Catalyst tweaked the SFMP recommendations to accommodate the additional medical village components. Catalyst and FreemanWhite continue to work on the medical village and ambulatory clinic build outs.
“Catalyst has been a strategic partner for [us] for over two years, and continues to be our first choice for consultative expertise. The team we work with is extremely knowledgeable, responsive and flexible, and function as true partners – working with our senior leadership every step of the way to get our priorities accomplished. [We have] completed both an ambulatory network plan and a strategic master facility plan with Catalyst and now continue to utilize FreemanWhite for high priority site and program development projects.“
– Vice President, Planning