Ambulatory Network Strategy and Capital Plan
Hackensack Meridian Health (HMH) engaged a team led by Phil DeBruzzi to develop a network-wide ambulatory strategy and long-range capital plan. The work incorporated sub-market “hot spotting,” assessment of the level of maturation of the various HMH regions covering the State of NJ, and design of a preferred implementation plan. In the end, HMH has a clearer vision into what types of ambulatory sites need to be developed, in what markets, over what timeframe, and the capital required.
Key project challenges included:
- Newly formed network with various types and densities of ambulatory assets across the network.
- Significant competitor moves into HMH market creating financial pressures.
- Inconsistent facility types and approach to establishing physical locations created over-development and did not support brand development in the market.
- Lack of clarity around long-term capital requirements for ambulatory development left HMH at risk of under-funding a key component of their access strategy.
- Growth and adoption of virtual care services creating uncertainty around future needs and level of investment.
The Team worked with HMH internal planning resources to leverage work and analysis recently completed to minimize re-work and start the analysis on a good foundation. The work product included:
- A synthesis of asset inventory – including small practices, larger centers, urgent care and other specialty sites
- Qualitative assessment of location and functionality
- A clear summary of priority markets to focus on using weighted criteria important to the provision of ambulatory care
- Forecasted clinical activity and best practice network prototype development to guide the development of HMH’s plan
- Phased implementation plan, by asset type, with capital requirements and supporting rationale across the HMH network