Healthcare Design - June/July 2021 - 21

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PERSPECTIVES
4 STEPS FOR EFFECTIVE CRISIS
MITIGATION PLANNING
FROM PREPARING FOR a potential surge to constantly replenishing personal
protective equipment stockpiles, healthcare organizations are
working overtime to provide quality care in the " new normal " pandemic
environment. And while there's no immediate cure for COVID fatigue,
there are steps organizations can take now to help reduce the eff ects of the
next crisis. Here are some planning suggestions.
growth (whether on or off campus), wayfi nding, or capacity (whether too
large or too small), and address it while maximizing value and minimizing
expense. In many cases, hospitals have more than enough square footage;
it's just not optimally confi gured. Organizations should think strategically
and critically about how to spend the limited capital dollars they have to leverage
the most value.
and average length of stay (as well as how those numbers might change), it's
important to keep up to date on the data that matters. One key variable is
growth. Chart and project growth based on historic patterns and apply that
data to project decisions. If the project doesn't make economic sense based
on historic data trends, it will make less sense when the unexpected, such
as a global pandemic, natural disaster, or cybersecurity threat, occur.
ture (the forest) and develop a strategic master campus plan as well as a fi -
nancial and market projection plan and address them equally. Visualize all
the components of these plans along with the variables and priorities identifi
ed earlier, using a holistic and comprehensive approach.
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CONSIDER CLIMATE CHANGE
From daily warnings of fl ooding during hurricane seasons to rare
climate events like tornados and mudslides, it's important to
consider the impact of climate change. But healthcare organizations
shouldn't focus solely on rising temperatures and sea levels but also
on planning for the secondary effects of climate change, such as climate
migration, whereby demographics may fluctuate considerably as people
move from locations. As they migrate, unanticipated growth in certain areas
might change the demographics and, in turn, how hospitals respond to
them.-Melanie Harris, healing practice director, and Chase Miller, director
of planning, BSA LifeStructures (Tampa, Fla., and Indianapolis)
For the full article, visit HCDmagazine.com/trends/perspectives/crisis-mitigation-planning.
JUNE/JULY 2021
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curate with care
JENNIFER FILIPPONE
407.453.2342
jenniferf@dacartconsulting.com
@dacartconsulting | dacartconsulting.com
FOCUS ON THE TREES AND THE FOREST
Many healthcare organizations are so focused on day-to-day issues
(the trees) that they don't always see where they're going.
It's important to take time to step back and look at the bigger picIDENTIFY
THE VARIABLES
Planning and projections are only as good as the aggregate information
available. With all the information and statistics on
growth projections by service line, volumes, current capacity,
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©Ink and Indigo Studio
SET PRIORITIES-BUT NOT IN STONE
Now is the time to understand and clearly defi ne your organization's
priorities. Begin by identifying each facility's biggest need,
such as access (determining front entry location), service line

http://dacartconsulting.com http://www.HCDmagazine.com/trends/perspectives/crisis-mitigation-planning http://www.dacartconsulting.com

Healthcare Design - June/July 2021

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