Trinity Health System

Loyola University’s two institutions, Loyola University Medical Center (LUMC) and Loyola University Health Services (LUHS), engaged Jensen + Partners to provide strategic planning services to consolidate and streamline administrative and faculty space on their main campus. The demolition of aging and obsolete buildings was also a primary objective.

After an intensive series of visioning & planning sessions, as well as site, cost, and financial/operational analyses, several alternatives were developed to address faculty, administrative, and support services requirements.

The preferred recommendation moves existing administrative space into a new central building with space standards defined by program benchmarks and best practices. The plan would:

• Move all non-patient care out of clinical areas
• Create a flexible, collaborative environment for faculty and administrators
• Rejuvenate the campus by clearing prime land and replacing older buildings
• Avoid investment in older and obsolete facilities
• Vacate 130,000 SF of occupied space in aging buildings by Spring 2018
• Establish technology infrastructure and data practices that would work arm-and-arm with innovative office design in new and existing spaces to fully support the best work practices of staff and faculty

The new nine-story faculty building provides administrative office space for 670 full-time employees, including faculty, executives, and other staff. Additionally, advanced practice nurses and residents will have access to shared administrative workspace. Ten percent flex/growth space is also included in the building. The new building provides a collaborative place to work for approximately 1,100 members of the LUMC staff and faculty. It also incorporates wellness features to encourage movement in the workplace, and space for a dedicated daycare center on the first floor.

The Saint Alphonsus Hospital System is a four-hospital system that serves the entire state of Idaho and portions of Eastern Oregon, and is a part of the national Trinity Health System. Jensen + Partners was engaged to provide a master plan for the largest facility in the health system, the Boise Campus, which encompasses over a million square feet of inpatient space and nearly half a million square feet of outpatient space.

Jensen + Partners guided several aspects of the overall system master plan. Firstly, to create a master facility plan for their main Boise Campus, a 384-bed facility on a 50-Acre Campus. Analysis of market projections resulted in a plan that resulted in a judicious use of space and an increased operational throughput. The campus plan addressed the need to redistribute outpatient and inpatient traffic, increasing efficiencies and in turn creating opportunities for increased community engagement, stay-and-linger retail locations, and a centralized ambulatory quad complete with outdoor healing space and overall outpatient consolidation.

Jensen + Partners additionally provided analysis of market and real estate opportunities, to guide the aforementioned master facility plan, as well as to guide the system as a whole position itself for a focus on population health, and to focus on maintaining its position in the market as the low-cost provider to the community.

Lourdes Health System engaged Jensen + Partners to create a Regional Integrated Master Facilities Plan for their Camden, Burlington, and Trenton campuses, 41 off-site clinics, and a medical office building to serve Camden, Burlington, and Gloucester counties. Plans for the potential consolidation of services and campuses were generated to increase Lourdes Health System’s competitive advantage in the current market.

The Lourdes Healthcare strategy seeks to take advantage of the growing demand for ambulatory services in the market, by consolidating services and encouraging more synergy among sites and providers. This expansion will also support the model of care from individual physician care management to team-based population health management.

These recommendations included consolidated groupings of single physician or small clinics into three large clinic practices that support population health management. These consolidated sites will also provide consumer focused services in convenient locations for both campuses. The physical reorganization of programs would specifically support shared services, inpatient care, outpatient care and mental health and address inefficiencies resulting from co-mingling inpatient and outpatient services.

The Master Plan optimized existing facilities, developing a patient-centered model of care. To improve the patient experience, the maximization of single rooms and the improvement to and optimization of existing facilities was recommended. Lourdes Healthcare will partner for rehab, allowing for the move to single rooms. Burlington will grow outpatient surgery and add inpatient geropsychiatric to their existing psychiatric program and partner to build a new rehabilitation program.

Saint Agnes Medical Center (SAMC) engaged Jensen + Partners in July 2016 to prepare an updated facilities master plan for its campus in Fresno, California. Together with SAMC leadership, specific actionable and directional priorities were identified to guide the recommendations of this master plan
This update arose following a change in California’s seismic compliance regulations, which allows hospitals that were constructed before 1973 to comply with SPC-4D structural upgrades. This category rating significantly reduces the scale and intensity of structural construction. The master plan evaluated the phasing and project impacts of complying with SPC-4D, and provided recommendations for phased facility improvements. Structural upgrades of the Main Building included column wrapping and the construction of shear walls. Seismic compliance is a priority governed by timelines to complete upgrades by 2030; the other actionable priorities were identified to address functional constraints and improve efficiency, enhance the patient experience, and to position SAMC for success in the Fresno market.
With decreased patient volumes anticipated in 2024, recommendations were made to utilize all acute-care beds for admitted inpatients and not observation patients. This would allow Saint Agnes to affectively assign medical/surgical patients to “private rooms” (or double rooms with only one patient assigned) except at peak census without the construction of new inpatient beds. A new 16-18 bed dedicated observation unit was proposed to avoid using inpatient beds for observation and to facilitate the move toward single-patient room assignment. The dedicated observation unit would also improve throughput and workflow.

A major component of the master plan focused on mitigating the current inefficiencies and workflow challenges in the Emergency Department. Recommendations included new and redesigned entries for both patients and ambulances, and an expanded and reconfigured linear layout to support enclosed ED rooms and a larger, secured psychiatric unit. To maximize the use of existing surgical and interventional services on the campus, recommendations focused on improvements to organize services and enhance efficiency for inpatient and outpatient surgical services.

Directional priorities supported the growth of ambulatory services in a dedicated outpatient center. Branding and image improvements included architectural façade upgrades to the Main Building and a new “Main Street” interior corridor connecting the Main Building and North Wing to unify and enhance patient and family wayfinding and departmental accessibility.