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Master Planning for hospitals follows a step-step process that can be completed within a defined time frame of 12 to 15 weeks depending on the size of the hospital campus and the issues. Suggested steps to follow when conducting a campus master plan, include; for example:
Step 1: Situation assessment: goals, objectives, priorities, strategic position, financial status, and project development needs and issues. Where are we today at our hospital?
Step 2: Workload analysis and clinical inventory including department-by-department interviews conducted online or face-to-face as appropriate. Staffing needs, efficiency audits, and operational assessments including a space survey.
Step 3: Compilation of existing composite plans plus an assessment of the current environmental, care place conditions, and complete status of workplace. What works, what doesn’t?
Step 4: Preparation of Departmental Gross Square Feet (DGSF) projections by department and clinical service. DGSF totals are based on a room-by-room analysis with all functions analyzed carefully (hazards, liabilities, life/safety).
Step 5: Preparation of existing equipment and furnishings inventory to determine degree of upgrade, phase out, and/or replacement. Consider new construction and/or down sizing as business driven options.
Step 6: Concept development and master zoning of each floor of the hospital to define an improved master plan arrangement, and enhanced efficiency.
Step 7: Develop a comprehensive campus site plan to reflect improved site design and long-term development.
Step 8: Prepare a comprehensive budget and phasing strategy.
Step 9: Present initial findings and Master Plan recommendations for feedback and comment. Match to the strategic action plan and identify annual capital needs.
Step 10: Reconcile findings, test with hospital leadership, refine strategy, and present findings to the Board of Directors.
Questions that are Often Asked by our Clients…
Key questions often relate to operations. Will the facility plan demonstrate objective improvements? How does the facility plan relate to overall financial feasibility? Often, downsizing old buildings reduces capital costs.
- How is a Master Plan different from an architectural design?
- Should the Master Plan research every department?
- Will the team include an engineer, architect or other systems specialists?
- Why does the Master Plan include workload assessments?
- Does the Master Plan have to be conducted at one setting, could it be staged over time?
- How often should one conduct a Master Plan?
- What’s the difference between a Strategic Plan, Operational Audit and a Campus Master Plan?
- When should one consider replacement in lieu of costly and disruptive renovations?
- How does the Office Building reduce our costs? Should we consider conversion to Critical Access Hospital (CAH) status?
Why Should You Conduct Hospital Campus Master Plans?
There are a number of reasons why master planning is of value to you…the healthcare provider.
FIRST, your capital asset and equipment budget are a response to your evolving strategic and performance priorities. Assets and maintenance will likely be very high on the list of annual expenses (contingent upon quantity and age of buildings). This expense will include routine maintenance expenses, energy costs, facility upgrade costs, mechanical equipment upgrades, furnishings, furniture and medical equipment costs. These expenses may be “fixed or contractual” in nature depending on your hospital’s preferred mode of operation. How do we reduce these expenses?
Your ability to manage and control these costs over time will be of tremendous value to you and your leadership team. With a properly executed master plan, you will also realize capital cost savings that are developed through improved operational efficiencies. These are quantifiable improvements that will be carefully staged in phases over time. A campus master plan may not always result in new construction or even minor renovation. In today’s environment, demolition and/or replacement may be the best answer! Relocating to an office building or lease option is often desirable. Cost/benefit factors are key to this decision…do we renovate, replace or relocate?
SECOND, the master plan is integrated with the strategic management process. It tests and refines the strategic and replacement capital needs and budget expectations. It is a road map for the future. Strategic, financial, and facility goals, objectives, and improved operational concepts are carefully evaluated. Room sizes are defined to meet staffing needs, justifiable expectations and optimum performance requirements. Too much space can be as costly as too little space! What is the optimum balance of function, form and $!
THIRD, your hospital is likely located on a large acreage site with a number of adjoining and/or affiliated buildings that are of varying age generations, design character and condition. The master plan addresses major site issues, responds sensitively to entry - exit points, parking factors and addresses the most appropriate site improvements to be considered over time. What is the highest and best use of your real estate?
FOURTH, the traditional “rules of thumb” for campus master planning are no longer applicable. In today’s environment, the building’s ability to change, adjust and “flex” over time is key to user and patient convenience. All hospitals are faced with expanded ambulatory care needs, growth in short stay and observation bed areas and seasonal demand fluctuations that seem to increase annually. The master plan will respond to these changes in a creative manner. The space planning is a “hands on” room-by-room analysis process. As departments are sized and functions evaluated, new approaches to the delivery of care are carefully considered and combined with more flexible types of spaces and furnishings.
The HFR/HPD goal is to provide your hospital with objective pre-design campus master planning that works best for your patients, staff, physicians and community.
Master Healthcare Planning contact: Jim Easter, 615-370-8500