A freestanding community cancer center, jointly owned by two hospitals, has undergone numerous renovations. The Cancer Center Board confirmed the need to expand cancer center space. A key project goal was elimination of inefficiencies impacting space requirements in cancer center expansion. ORC identified multiple process improvement opportunities impacting future infusion chair requirements.
ORC consulting services included:
• ORC was retained with a local architectural firm to determine space requirements for cancer center expansion. ORC provided a detailed oncology market analysis for the 10 county service area, including market growth projections by zip code and by county for a ten year period. Current and projected market share for radiation and medical oncology were provided. Detailed chemotherapy and radiation therapy patient volumes were projected.
• ORC identified key areas impacting cancer center efficiencies with correlating current and future space impacts. Targeted operational areas identified included laboratory, pharmacy, results reporting, nursing scheduling in the infusion area, patient waiting and movement to numerous cancer center locations.
• ORC provided detailed Infusion Chair projections correlated with multiple national benchmarks sources. Projections included the impact of immunotherapy treatment and oral chemotherapy on chair requirements. ORC worked closely with the cancer center CEO and nursing director in addressing operational recommendations.
• Radiation therapy volume projections for external beam, SBRT and HDR were provided to assess the need for a fourth vault. Sensitivity analyses were provided, reflecting extended treatment time shifts and decreasing number of treatments per course, anticipating changes in treatment protocols.
• ORC projected exam room requirements based on varying benchmarks and care delivery model changes already under consideration by the client. The impact of care provided at six affiliate satellites was included in these analyses. Exam room utilization was projected, including detailed requirements by provider for various cancer center specialists.
• Best practices for service and care provision within the cancer center, addressing key adjacencies with the architectural team.
• ORC developed a strategic plan addressing for the cancer center, including other oncology providers in the service area. A comprehensive market assessment including cancer services at three hospitals was provided, including patient volumes projections. Opportunities for recruitment of additional surgical subspecialists were identified, with associated patient volume projections.
• Detailed financial analyses were developed, including the impact of accessing 340 payment for pharmaceuticals. Varying organizational models were provided for the parties with associated financial projections.
• The surgical subspecialists recruited met or exceeded anticipated patient volume targets. Cancer Center volumes continue to increase.
• Three additional affiliates joined the cancer center network. Space planning for cancer center expansion dependent of organizational changes.