master planning

The challenge: devise a plan for growth that offers flexibility, but is specific enough to address strategic needs one by one. The problem: most healthcare facilities and their consultants have a tendency to think of master planning as a mammoth undertaking, to be conducted once every five years.

We encourage our clients to think of master planning as a continuous process. With this in mind, our process uses a five-year horizon, but moves forward in six-month increments. Thus, adjacencies and circulation patterns address current needs, while offering a stable platform for growth. Services can move to new levels without being disrupted (too many hospitals see operations on one level only). New construction offers connectivity between existing facilities and those built at a later date.

Our collective experience with master planning healthcare facilities gives us a unique overview. We know what works, and more importantly, how and why it works. When we make a strategic recommendation, you can trust it to meet your immediate needs, as well as your long-range objectives. To learn more about our approach to master planning, and why it should be an integral part of your strategic process, email Louis Batson at lpb3@bainc.com.