Navigant's Experience At Work: Genesis Healthcare System

Challenge

In the 1990s, the Good Samaritan Hospital and the Bethesda Care Campus health facilities, located less than 2 miles apart, merged to form an affiliated health system. At that time, little was done regarding the consolidation of services. However, the transformative pressures of the past decade required a strategy for facility consolidation that would concomitantly control costs and improve the quality of patient care

In 2008 the Genesis HealthCare System, an Ohio nonprofit organization, engaged the Navigant Facilities Planning Team to develop a Master Facilities Plan that consolidated the Good Samaritan Hospital and the Bethesda Care Center into a single, state-of-the-art health facility. The Master Facilities Plan also evaluated alternative uses and redevelopment options for both campuses. The final outcome was a recommendation and decision to consolidate inpatient services at Bethesda and to vacate the inpatient facility at the Good Samaritan campus. Due to the existing economic conditions following NCI’s recommendations, an interim short-term plan for the main acute campus was successfully undertaken until the consolidation plan could begin.

In 2011, Genesis engaged Navigant’s Healthcare Real Estate Team as the Program Manager to oversee a 3-year phased $225 million facility consolidation effort. The consolidated Genesis Medical Center at the Genesis-Bethesda facility will feature a new patient tower attached to a renovated Bethesda building, creating a single, expanded medical center. The new addition will include an emergency/trauma department, intensive care unit, and interventional platform. The new emergency department will handle 75,000 visits a year. A new 60,000 square foot medical office / ambulatory care center will include a Heart Center and Musculoskeletal Institute.

The new addition to and renovation of the existing Bethesda building will enable Genesis-Bethesda to compete in the pay-for-performance environment. The expanded medical facility will include all private patient rooms and Centers of Excel­lence for heart and vascular, cancer, orthopedics, women’s health, neuroscience and emergency and trauma care.

Challenges
 
Forecasted Results
  • Transforming outdated campuses into state of the art delivery model
  • ”Pushing” ambulatory care to off campus facilities
  • Designing the clinical process and facility response to improve care and improve financial performance
  • Right-sizing the project to the capital constraints
  • Delivering a cost effective ambulatory care / medical office facility that can accommodate future state ambulatory care delivery  models
 
  • Forecasted savings from operational efficiencies will fund annual debt service
  • Redeveloped single campus solution
  • Increased financial performance
  • Reduced operating costs
  • Increased patient and staff satisfaction
  • Integrated project delivery approach to achieve project costs reductions, time savings, and improved quality
  • Flexible modular designed ambulatory care facility being delivered at all-in project costs of less than $185 / square foot
     

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