Through data-driven decision making, we provide strategic clarity for healthcare systems.

Our healthcare strategy experts harness data and market intelligence to provide clarity to opportunities that move market position and profitability. A data-driven strategic approach charts a course for project sizing and supports development of creative, yet realistic, solutions. Our experienced professionals are fluent in healthcare. They have worked with health systems throughout the country and provide an array of actionable and effective solutions.

A service-continuum approach produces the best ambulatory strategy.

In today’s consumer-driven environment, leaders are exploring strategies to improve access to care, lower costs and attract new patients. Solutions include everything from free-standing emergency departments (EDs), physician practice development, ambulatory surgery centers and more. System leaders want to know how and when to shift services to the ambulatory setting, and Haskell provides insight and strategic analyses to determine the optimal mix of services in the most competitive locations. Our experts consider industry and local utilization trends, disease prevalence, payor contracts and community needs to develop an ambulatory strategy that is a customized, fact-based plan that addresses gaps in the patient care continuum.

A capacity test compares future demand with the current footprint.

A capacity test evaluates inpatient, surgical and emergency department demand against the current footprint as a baseline for future planning efforts and “what if” scenarios in the market. “What-if” scenarios might include hospital closure, service line expansion or even a pause on a facility expansion plan. Haskell performs a high-level assessment of square footage requirements to determine how well the hospital can absorb change. Think of it as a “check under the hood” to start the conversation about the best use of capital dollars.

Our strategy team rationalizes and optimizes duplicate services development.

Owners of multiple facilities in the same market are challenged by managing similar services near each other. Standardization and capacity optimization can translate into resource optimization. Work with Haskell’s healthcare strategists to develop a market-based plan for service rationalization that will reduce clinical variation and improve efficiency and patient experience. Managing access points and rationalizing service delivery maximizes investment dollars and leverages clinical strengths.

The medical village concept offers financial support for ambulatory services.

The medical village model is an emerging approach to healthcare delivery that brings together ambulatory healthcare services with commercial and hospitality services in a neighborhood-oriented format. A partnership with a real estate developer can offset some of the costs and possibly provide a revenue stream for the hospital. The medical village model introduces an attractive and convenient destination for current and potential patients. The Haskell team can help determine which services are appropriate for the community, then help balance investment needs with mission and budget.

Business case development supports capital investments.

Our financial services team performs due diligence to evaluate potential returns before you invest millions in infrastructure. Our customizable financial models show projected net margin, future cash flows and net present value by year. Scenarios can be run to allow users to understand the impact of incremental new volume, changes to payor mix or case mix, and the implications of rising expenses. These models paint the financial picture for the downstream impact of large capital investments.

Our framework helps prioritize capital projects across the system.

Prioritizing competing capital projects can be challenging and political, but it is instrumental in achieving financial success throughout a health system. Our team has developed a system capital planning process that creates a framework for investment decision support and prioritization. The goal of the process framework and embedded decision support variables is to align a system’s planned facility investments within a rolling three- to five-year capital plan across all campuses within a system.

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