MercyOne’s main objective was to re-evaluate the distribution of beds and outpatient services across its 9-county service area and create a new vision for the health system network. Percival Health Advisors, an independent healthcare strategy group within Remedy, addressed master campus planning, the optimal strategy for service line offerings between two hospital campuses, more efficient delivery of care models, and new strategic locations for ambulatory care centers in high-priority markets.

Percival conducted a proprietary market prioritization analysis to identify target geographies with the most attractive and best opportunity for the health system to be successful competitively while delivering a strong ROI. Percival’s assessment delivered a road map for a network deployment strategy that included adding new ambulatory care centers, repositioning some sites (new services, consolidation, or relocation/renovation), coordinating a real estate leasing and ownership strategy, and implementing a virtual enterprise strategy. Percival identified three new clinic opportunities to serve growth markets and respond to competitor initiatives, and recommended converting an existing ambulatory care center into a 20-bed micro-hospital.

Remedy developed a three-story, 85,000 square foot ambulatory care/surgery center for Vail Health, which serves the Rocky Mountain communities of central Colorado. The facility offers an array of services for the high-growth, underserved Dillon market, located about 35 minutes east of Vail, which includes the towns of Silverthorne, Frisco, and Breckenridge. Services include orthopedics, sports medicine, rehabilitation, imaging center, joint-venture ASC, medical oncology, breast center, primary care, specialty care, and urgent care.

Percival Health Advisors, an independent healthcare strategy group within Remedy, conducted a detailed analysis of the local healthcare market as well as a physician alignment impact assessment—involving The Steadman Clinic, Vail-Summit Orthopaedics & Neurosurgery, and a primary care group—to help guide key decisions about the facility’s size, design, and service mix/scope. Percival independently validated volume projections for the three independent physician groups, which gave them a comfort level in moving forward with their planned lease commitments to the project. Percival’s unbiased analysis also saved Vail Health from developing a freestanding ED that the market could not support.

Yale New Haven Health sought to identify the highest and best use of its community hospital campus in Westerly, RI. Considerations included a full replacement or renovated hospital, micro-hospital with stronger ambulatory services, or ambulatory care center/freestanding ED–only campus. Percival Health Advisors, an independent healthcare strategy group within Remedy, conducted a detailed analysis for repositioning the campus, with support from Remedy to determine the most cost-effective and least disruptive way to satisfy the future facility needs. 

The existing hospital required significant capital upgrades and was no longer appropriately sized and laid out for the community’s needs and the modern delivery of healthcare. Percival’s assessment focused on the goal of balancing capital investments with projected patient volumes and factored in service line priority strategy, physician alignment targets, and optimal facility sizes. Percival arrived at the conclusion that Yale should pursue a phased campus redevelopment that would result in the creation of a new micro-hospital and ambulatory care center (ACC), both more optimally sized and designed to meet the projected needs of the Westerly patient community.