A national American health system with a key specialty in cancer diagnosis and treatment questioned the alignment of their current facility portfolio with their hospitality, brand, and operational goals. The study identified several world-class cancer centers globally, reviewed their qualities, identified gaps, and postulated methods to become the global specialty high-performer.

What began as a focused exercise in validating business planning decisions made just a few years prior for a substantial on-going construction project, ultimately identified key business opportunities. This academic medical center’s quaternary site with world-class specialties could offload less acute cases to community hospitals within the system, extend the quaternary center’s brand geographically and operationally, and defer immediate pressures to reinvent the century-old academic medical center in place, and avoid billions of dollars of projected costs with little offsetting revenue potential.

A fifty-year old academic health system had disparate campus on three separate sites less than 7 miles apart in a small-market city. Two of the three campuses required substantial repairs costing more than their replacement. As a market leader on only a few key specialties, the final recommendations included developing a clear and robust primary care network to support the academic specialists, consolidate the college of medicine, adult and pediatric hospitals on one existing campus, and use this activity to redevelop the core of the City.

A market leading community health system had acquired many small physician practices over the past years, causing their real estate portfolio to swell with sites scattered incoherently across their primary markets. The goal of this exercise was to develop a market-driven facility strategy to address non-acute care (clinical and ambulatory) based on population projections and consolidate those physician practices into larger group practices governed by a centralized system.

A health system executive had identified a unique funding source to satisfy his strategy for developing a portion of the western metro area. However, he needed tools to support his discussions with various constituencies about this investment including validating initial and subsequent sizes of three campuses with detailed programming tied interactively with cost models, narratives of how each project will uniquely improve care in their markets, and imagery to demonstrate the architectural benefits to these communities.