Change Management Plan Starts During Design Stage

  December 16, 2014

In April 2011, Chase Brexton Health Care's CEO departed after 20 years' service. That event launched the organization on a two-plus-year roller coaster of change, including two new CEOs and a move into a remodeled historical building. Meanwhile, the organization was tackling the challenges of implementing the Affordable Care Act in a way that sets the foundation for long-term growth and success. How they did this is a fascinating — and transferable — story. Using an inclusive and systematic design process helped Chase Brexton — a Federally Qualified Health Center (FQHC) in Baltimore — adeptly manage this massive change.

The change started with the interim CEO, who spearheaded a business strategy driven by the challenges predicted in working with the Patient Protection and Affordable Care Act. In particular, the shift in reimbursement to a value-based payment modifier was predicted to have a profound effect on the organization’s financial viability, which led the interim CEO to conclude that Chase Brexton would likely need a whole new business model based on fee-for-service with a much broader client base.

Part of this new business model was the consolidation of the several downtown locations to one site that allowed for projected growth. To this end Chase Brexton purchased the Monumental Life Building Baltimore, which comprised a total of 192,000 square feet — more than enough to meet the 10-year plan — and began to convert it from an office building to a health care facility that would consolidate downtown locations.

This brief comes from Naomi Stanford, author of Organizational Health.

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