Yale New Haven Health System

Background

Yale New Haven Health System is affiliated with the Yale University School of Medicine and is headquartered in New Haven, Connecticut. As the system evaluated opportunities for non-acute care growth, leadership sought a disciplined planning approach to help inform ambulatory strategy across existing markets and potential future geographies.

The engagement focused on helping leadership understand where ambulatory services could be positioned to support access, service line strategy, operational alignment, and long-term network growth.

Challenge

Yale New Haven Health System engaged Hammes to develop a comprehensive, system-wide ambulatory network plan for non-acute care campus growth across the markets it served, as well as select new geographies. The effort required a structured, data-informed approach to evaluating a broad geographic area in and around Connecticut, representing a service area of more than 2 million residents.

The planning process also required leadership alignment around future outpatient physician office, procedural, and ancillary service needs. To support effective decision-making, the system needed to evaluate market conditions, potential facility locations, program requirements, and development feasibility in a coordinated manner.

Solution

Hammes supported Yale New Haven Health System through an integrated strategic planning and ambulatory network advisory process. Using Hammes Precision®, Hammes conducted block-group-level analysis to evaluate market dynamics and inform potential locations for future outpatient facilities, ranging from neighborhood clinics to comprehensive, multi-specialty ambulatory care centers.

Hammes partnered with system leadership to evaluate outpatient growth considerations across key programs and service lines. The team developed planning assumptions, conceptual space programs, and related capital cost considerations for both new construction and leased-space opportunities.

As part of the process, Hammes also evaluated several non-healthcare buildings for potential adaptive re-use as ambulatory care centers. Drawing on facility master planning and project management expertise, Hammes assessed re-use feasibility and developed renovation cost and timeline estimates to help leadership compare options and advance a more informed ambulatory strategy.