Case Study: Redesigning the Oncology Experience
LENS worked with architect, Shepley Bulfinch and Beth Israel Deaconess Medical Center to redesign the Oncology experience, focusing on the patient and provider relationship.
In today’s healthcare arena, delivering world-class care isn’t enough. Success is also measured by the quality of the patient experience. A client of ours sought to create more valuable experiences that inspire patients to select and return to the Hematology Oncology Outpatient Bone Marrow Transplant Center, time and time again.
LENS worked alongside the Shepley Bulfinch design team to reinvent the Center’s strategy for providing world-class care. LENS conducted immersive observation as well as analyzed patient flow, staff communication and space utilization. LENS worked with the staff and patients to examine nearly every facet of the experience.
We employed several qualitative and quantitative methods to reinvent the Center’s strategy for providing world-class care. Our process identified several areas that called for redesign, such as long wait times, lack of exam rooms, and overworked team members. Yet our most important discovery was rooted in relationships.
While their patients seek convenience, what they really want is more face time with physicians.
This critical thread of the Center’s DNA—the fact that the care team had become a vital and trusted part of their patients’ lives—would become the driver behind our recommendations.
Through improvement workshops and simulation exercises we designed a number of solutions, including new service lines to support patient needs, a decentralized lab to decrease wait times, additional face time with physicians, and collaborative huddle spaces to promote communication across the care team.
The project is projected to increase revenue by $3.3 million annually due to increased throughput and reduce operating costs by $20,000 annually due to a reduction in nursing overtime labor costs.
These improvements are expected to result in a higher quality of experience for patients and staff including a 45-minute decrease in average wait times and nurses that can happily go home on time.