Completed by another organization, the original master plan was overly complicated and proposed a facility implementation out of alignment with the client’s established budget. FreemanWhite re-conceptualized the master plan with updated market analysis, redistribution of proposed service locations, Lean operational redesign, and building design analysis.
Our team conducted a flow and departmental adjacency analysis to determine if proposed service line additions/expansions could be relocated. Rather than demolition and renovation of operational spaces, we determined that facility expansion on the opposite side of campus made sense from both operational and schedule perspectives. This approach reduced the cost of Phase I implementation by $50 million, shortened the construction schedule by 18 months, and improved patient flow and departmental adjacencies. Using computer simulation modeling and our data dashboards, FreemanWhite was able to eliminate waste and square footage from the operational layouts. The reconfigured master plan also supports a simplified infrastructure plan, further reducing the budget.
Based on volume growth, facility demands, and benchmarks, FreemanWhite created a campus growth plan that accomplishes strategic objectives in a cost effective, four-phase implementation planned over eight years. This revised master plan incorporated physical and operational reviews, departmental utilization review, and prioritization of program needs in anticipation of healthcare reform. The team studied available capacity and organization of affected service lines, comparing those to the campus volume projections. In the case of discrepancies between volume and capacity, we recommended physical solutions and operational changes that can be phased over time.