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PROGRAM DEVELOPMENT

What projects should be undertaken? How should they be targeted? What strategies would utilize scarce capital most effectively? These are the questions healthcare executives face every day. Capital Healthcare Planning helps organizations test the waters on many types of capital projects including, but not limited to:

  • Ambulatory Clinical Programs
  • Service Line Program Development
  • New and Replacement Hospitals
  • Specialty Hospitals and Ambulatory Centers
  • Ambulatory Surgery Centers

Program development must be evaluated within the context of the entire organization, not the program in isolation. That way, the complex inter-dependencies can be considered and a solution can be crafted that achieves overall organizational goals. In addition to understanding the holistic impact on the organization, it is also critical to include evaluations of the impact on financial performance, strategic positioning, patient and provider satisfaction, care quality, operational efficiency, and long-term capital investment flexibility.

Case in Point

Capital’s client, a health system with 6 hospitals, needed to expand its facilities to complete its market coverage and become more competitive in contracting. Capital Healthcare Planning developed and tested a range of strategies (from ambulatory services to new hospital development) to determine the solution with the maximum return on capital. Fully understanding existing managed care restrictions and designing strategies that curtailed and exploited them drove an aggressive solution. Understanding the key factors within the entire market picture allowed us to suggest solutions appropriate in direction and scope. We are currently working on detailed planning for a new acute care hospital that resulted from the initial feasibility study.

Strategy

Identifying the limiting factors facing our clients is the key to determining the feasibility of any major project.

Capital Healthcare Planning’s Added Value

  • Enhanced reach of the client’s network providing access to 300,000 new covered lives across the market
  • Each hospital in the network will see increased managed care traffic through this strategy
  • Proper placement of the new facility maximized its potential while minimizing cannibalization of existing network volumes

Illustrative Work Product

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