Leadership on national boards and think tanks exemplify our commitment to improving the environments for women and children’s health services. We not only provide comprehensive space and functional programming for all types of women and children’s hospital facilities, but help shape the future of design. Most projects include working closely with the hospital architects as a specialist on the team. The work provides a deep level of expertise in operations, strategy and medical planning while helping ensure that the facility plan is consistent with the goals and budget of the project.

The types of facility planning work range from participation on master strategic facility planning teams to functional programming and peer review of space programs and schematic designs. Women and children’s leaders are often challenged to justify renovations, replacements and new facilities. The planning services support the objectives of the hospital by considering cost-benefit, preparing for the future, extending the life of the facilities and providing smoother transitions to new models of care.

Smith Hager Bajo offers unique computerized simulation modeling tools for obstetric, neonatal, women’s, and pediatric facilities. The tools provide planners, architects, health executives, and others with a proven method to determine the appropriate number, type, and mix of beds/rooms for inpatient and outpatient obstetric, neonatal, women’s, and pediatric services.

Why use simulation?

The simulation modeling advances beyond the Poisson Mathematical Model and ratio formulas used to analyze bed needs. Simulation allows the testing and analysis of the impact of practice changes on both bed need and staffing requirements. For example, the analysis can take into account differences in census that occur by day of the week due to scheduled events such as inductions, non-stress tests, and cesarean births.

Examples of Results:

Computerized modeling is being increasingly used by hospitals and health systems to improve decision making. Recent decisions resulting from use of the Smith Hager Bajo model include:

Approval of a $28.4 million building project given demonstrated cost savings over initial cost projections; savings were achievable through changes in practice patterns and staffing identified through use of the model

Immediate approval of a contended Certificate of Need (CON) for a new obstetrics unit without a CON hearing

Confirmation of the number of obstetric and NICU beds needs for consolidation of two obstetric units

Identification of the number and types of beds needed for a 2,900 annual birth facility considering multiple types of delivery models (LDR, LDRP, combination LDR/LDRP); the model supported a data-based decision making process and helped the hospital determine the most efficient system for deliveries, beds and staffing

Smith Hager Bajo uses an assessment process to collect data used in the modeling. The assessment includes data collection and discussion of the various types of what if scenarios that should be run. The final product of the simulation process is a written report that describes the assumptions, results and potential implications of the results.

We work with hospital leadership to identify women and children’s strategic initiatives that will help drive the future success of these services. We guide hospitals in the assessment of relevant trends and emerging trends, data analysis, operations and other considerations to define what should and should not be pursued.

Principal Judy Smith is known for bringing value to strategic planning projects by providing her insight, depth of experience, consensus building skills and passion for innovation, while being mindful of using scarce resources for the best results. These attributes support an expedient and thorough approach for planning women and children’s health services.

The typical process starts with discussions with the planning team leaders to confirm the scope of the project. She listens intently to the needs and the expectations. After a series of interviews and data analysis, the next steps include refining vision, goals, key areas of initiatives and beginning the evaluation of gaps in services, new opportunities and challenges. Trends and benchmarks of successful women and children’s services are reviewed for each recommended initiative. Timely meeting notes and checklists are provided along the way as a solid implementation plan is drafted. The process does not stop with the deliverable. The aim is to develop long term relationships, resulting in check-ins and communication throughout the years.