Transforming Care ― Leveraging the Pandemic Response to Improve Health and Lower Costs

― The Future of Health

Transforming Care Leveraging the Pandemic Response to Improve Health and Lower Costs September 2020

The COVID-19 pandemic has forced changes in the ways healthcare is accessed and provided. Finding a way forward that provides safe and effective care while restoring financial health to providers is a high priority. We can use this new reality to respond to the needs created by the pandemic, and to obtain the transformation care providers and communities have long sought.

Great Challenges Also Yield Great Opportunities Working together we can understand the interaction of decreasing real visits, increasing control of air systems, throughput modifications, and control of inpatient infection transmission.

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Safe and Broad Access to Care Evaluating distribution of services throughout the healthcare system can help avoid future disruptions.

nj Dedicated outpatient service centers provide for safe distribution of non-essential services nj Care distributed to communities provides ease of access nj Mapping the patient’s entire journey from home to arrival at a facility and throughout the facility to evaluate patient safety nj Consideration of virtual visits as a significant tool in providing care

Academic Medical Centers

Community and General Hospitals Biotech and Research Ambulatory Services

In-Home Care Global Push Data Analytics Collaboration

Sub Acute Facilities

Passive Virtual Monitoring and Active Virtual Care

Commercial Development

Care Interactions

Virtual visit are an active exchange between clinician and patient; passive monitoring is an important component to the success of telehealth.

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Urban Infrastructure and Transportation

Virtual Care has Improved Access and Creates Long-term Benefits to Providing Care nj Changes in visits can save capital and operating dollars for more useful purposes nj Modelling impacts based on ratio of virtual and inperson visits informs potential for reductive impacts on exam rooms, emergency departments and inpatient bed calculations nj Passive monitoring keeps at-risk populations safe and well-managed while staying at home

Residential Development

Left Diagram reflecting the potential Development of Care Systems for Academic Medical Centers

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Management of Real Estate Assets to Lower Delivery and Operating Costs nj Clinical facilities can reduce space to reflect patient volumes that move online nj Evaluation of virtual care is calculable by specialty, allowing specific space reductions with resources saved or transferred nj Cycle times and throughput changes to procedure rooms can be modeled for key room impacts and may result in a new approach to clinical scheduling nj Protocols for screening staff and the public may impact space needs nj Modifications to inpatient environments must consider flexible and adaptable rooms, mechanical systems, designated PPE gowning and doffing areas nj Rebalancing of high-cost assets to reduce total construction and operating costs

Development of Care Systems Universal Adaptability of the Patient Room

Top: MSK Monmouth Outpatient Center, Middletown, NJ Bottom: Maine Medical Center, Portland, ME

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More Opportunities to Accelerate Transformation nj Creation of new models of flexible/ adaptable design nj Leveraging new models of financing and project delivery to lower costs and reduce time nj Investment in biotech research provide resources for clinical translational medicine - blending patient care and clinical research

Top: NYU Langone Health E. 41st St. Outpatient Facility, New York, NY Bottom: Allen Institute for Brain Science, Seattle, WA

nj Shifting administrative support off-campus provides opportunity to reallocate space for better clinical use nj Programming and planning clinical workplace for key activities improves productivity, and saves square footage

Our goal is to help healthcare systems and the communities they serve respond to the current pandemic while ushering in an era of effective resource use, better patient outcomes, and broadly accessible care.

Our Team

Brenda Smith

Ron Gorham

Chuck Siconolfi

Health Practice Leader, New York Studio

Health Practice Leader, Boston Studio

Regional Director - Health

Carolyn BaRoss

Jeff Keilman

Dr. Erika Eitland

Health Interior Design Principal

Health Project Manager

Public Health Research Analyst

Anthony Mistretta, RN Health Operations Analyst

Brenda Smith Health Practice Leader, New York Studio e. Brenda.Smith@perkinswill.com p. 212.251.7017

Ron Gorham Health Practice Leader, Boston Studio e. Ron.Gorham@perkinswill.com p. 617.406.3432

Chuck Siconolfi Regional Director - Health e. Chuck.Siconolfi@perkinswill.com p. 212.251.7120