The unprecedented impact of COVID-19 on New York City’s healthcare system is forcing the market sector to predict how to best plan for a future that is fundamentally unpredictable. The 2020 pandemic, the deadliest disaster by death toll in the history of NYC, has left the healthcare system overtaxed, suffering financial losses, and in immediate need of infrastructure changes. Although there are many uncertainties, the crisis has shed light on current weaknesses and strengths that can help shape the future of healthcare.
Healthcare systems are expanding their geographic footprint beyond the centralized acute care campus and into the neighborhoods they seek to serve. The need for outpatient strategies that provide integrated and convenient access for “healthy” patients across NYC has been solidified by the disproportionate toll of COVID-19 on City residents.
Prior to the 2020 pandemic, the NYC healthcare landscape had already been moving toward a community-based outpatient care model. Many hospital systems began adopting value-based healthcare initiatives to better serve patients by creating more geographic access to outpatient ambulatory care. The data surrounding COVID’s impact on NYC has strengthened the need for these model changes to move forward. Low-income neighborhoods with scant access to healthcare options suffered the highest death rates during the pandemic. Not only were the incidents of COVID-19 much higher in these areas, but the availability of testing was much lower in these neighborhoods with limited healthcare access.
To continue the push of creating accessible outpatient healthcare options in communities that need it most, a holistic healthcare system analysis can offer organization-specific solutions. General cost-saving outpatient options can include:
In addition to utilizing lower-cost spaces for “healthy” outpatient care, urban healthcare strategies also consider maintaining an institutional zone for inpatient critical care at centralized sites. The shift converts existing larger scale hospitals into complex care sites, dedicated to critical care and complex surgery. The additional space afforded through the expansion of geographically placed outpatient facilities and the movement of remote/telehealth staff affords the room for important critical care modifications.
Once again, to create timely and affordable changes to existing hospital systems, a holistic healthcare system analysis during the planning stage can offer organization-specific alternatives and possibilities. General cost-saving options for much-needed hospital upgrades include:
President of McLaren Engineering Group, Jeremy Billig, PE, is known throughout the AEC for his hard work, determination, and collaborative leadership style. First and foremost an accomplished structural engineer, Jeremy has worked across the firm’s 10 markets and has been behind some of the world’s most iconic and revolutionary projects. In particular, his healthcare work has helped build, modernize and expand some of the top hospitals, healthcare facilities, and medical centers in and around NYC. Billig’s dedication to developing custom-tailored solutions, implementing value engineering, and maintaining high standards in McLaren’s execution and delivery, has made him an industry leader.
His NYC healthcare engineering work and oversight includes projects for the City’s top area systems including Mount Sinai Healthcare Facility, Northwell Health; New York Presbyterian Hospital; Beth Israel Medical Center; Lutheran Hospital; Lawrence Hospital and more.