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Medical Strategic Planning

JPS Health Network Facilities Utilization Analysis & Plan

OWNER: John Peter Smith Health Network SERVICES PROVIDED: Masterplanning, Strategy and Vision Development, Operational Analysis & Assessment, Architectural Design PROJECT SIZE: 2 Hospital Campuses, 50 Clinics, 10 Pharmacies, 19 Public School Programs

The plan evaluates and proposes a strategic vision for two major components of the JPS network; the main JPS hospital campus and its community health services located throughout Tarrant County.

The plan provides a foundation from which JPS can assess its main campus in terms of maximizing efficiency, utilization, and impact on the surrounding neighborhoods in a fiscally responsible manner. It addresses immediate needs and looks into JPS future to recommend a comprehensive strategy for utilizing facilities, maximizing operational capacities and organizing services across the network.

The strategic facilities utilization plan provides benchmarks that allow JPS to continually monitor its progress and reevaluate its priorities as appropriate. It provides a flexible pathway for growth, including identification of short term and long term priorities, and phased implementation.

Blinn College Allied Health Programs Strategic Planning

BOKA Powell began a strategic planning process to understand the future growth of Blinn College Allied Health Programs. The process evaluated the existing Allied Health Programs, their current enrollment, existing resources, curriculum, degree plans, implementation of new teaching methods and future growth influencers. The process also included identification of potential for future programs in order to evaluate expected resource expansion. The process involved directors of each of the Allied Health Programs, the Allied Health Programs Division Chair, the Vice President of Applied Sciences, the Dean of Institutional Effectiveness and Accreditation, the Executive Director of Facilities, the Chief Financial Officer and President/ CEO of the College. The group held brainstorming sessions to discuss program needs and identify growth influencers for each of the individual programs. We identified both positive and negative growth influencers for individual programs and globally, across all programs. We evaluated program capacities based on existing enrollment, curriculum and degree contact hours, and program resources. A plan for the future program growth and resources of Blinn College of Allied Health will be developed based on:

• Development of a model that projects future enrollment capacity and projects utilization of space
• Identification of Strategy for Growth of Individual Programs
• Collaboration to verify the model, identify operational bottlenecks and plan future space and resources

Methodist Regional Facility Strategy

The MHS Regional Ambulatory Facility Plan provided MHS the opportunity to expand its regional footprint by phasing facility growth with a market’s development. We collaborated on an ambulatory facility strategy and created a plan for capturing future market opportunities by creating a facility prototype that provided for staged development from medical office building to an inpatient facility as future need exists. As part of our study to plan for development of a growing medical campus, we master planned medical mixed-use sites in various South Dallas neighborhoods. The plan allowed for a process-oriented growth strategy and included the following components:

• Identification & Evaluation and Prioritization of Opportunities to expand the MHS footprint
• Development of a Campus Master Plan including a Roadmap for Facility and Campus Growth
• Implementation of a Phased Facility Plan from MOB to Inpatient Hospital Timed with Market Growth

The MHS Regional Ambulatory Facility Plan also recognized the opportunity for MHS to expand its primary care footprint beyond South Dallas. MHS senior management directed our team to review select opportunities that would provide avenues for primary services growth for both physicians and ambulatory diagnostics and therapies. We evaluated service niche opportunities and locations that MHS feels is critical to its mission and demographic growth. We identified opportunity sites for primary care services based on market demographics, competitive environment and site location. We also sought to consolidate the Family Health Centers as strategically and financially appropriate and to better understand their referral patterns.