Enterprise Master Plan

The enterprise master plan (EMP) is our multi-year initiative designed to transform CHOC into a leading destination for children’s health by providing exceptional and innovative care. It involves new construction and the renovation of existing spaces, primarily on our Orange campus. More importantly, however, the EMP is a comprehensive plan spanning the next decade for how CHOC can deliver a unique experience across our entire enterprise.

Through Proposition 4 funds, financing, philanthropy, and our own financial resources.

Timelines and project scopes have been adjusted to allow for our financial recovery from COVID and to allow us to remain flexible so we can adapt more quickly to future budgetary concerns, volume projections, and other external market factors. Additionally, we are finalizing criteria for triggers that will determine when we onboard projects, including possibly expanding the emergency department.

There are many. They include:

• making all of CHOC’s patient rooms private to meet our top priority of improving patients’ safety and comfort. Of CHOC’s existing 334 beds, only about half are now private.
• ensuring that CHOC provides the latest in quaternary care including experimental medicine, unique types of diagnostics and surgical procedures, and advanced levels of medicine that are highly specialized and not widely accessible; and
• growing CHOC’s presence in Orange County and beyond by establishing regional hubs for outpatient care.

Yes. Notably, the Southwest Tower will be a freestanding, nine-story building fronting Main Street just south of the existing Commerce building and in front of the existing associate parking structure off CHOC Court. The Southwest Tower will serve as a destination for outpatient clinical care. It will have a floor dedicated to research, a key lynchpin for CHOC as we move forward. The first floor will include a retail pharmacy, space for blood draws and donations, and outpatient imaging. By offering all outpatient services in one location, the Southwest Tower will provide unprecedented convenience for the children and families we serve.

New construction and remodeling of existing space is also part of the EMP. Emphasis is on creating an environment of collaboration and learning, as well as working more efficiently. Below are a few examples of what’s been planned:

In the Bill Holmes Tower:

• Equipment in the first-floor cafeteria will be upgraded.
• Additional renovations on the second floor include a new command center.
• On the third floor, two operating rooms and one interventional radiology room are planned.
• Level 4 will feature a new Maternal Fetal Center.
• Level 6 will house a 24-bed Cardiovascular ICU.
• Level 7 will feature a 28-bed Neuroscience Unit.

In the North Tower:

• The lower level will house inpatient rehab.
• Level 1: Kitchen equipment updated. In addition, there will be a new therapeutic space on Level 1 connected to the emergency department (ED) for patients with mental health challenges who do not need to be in the ED. It will provide resources and therapies while patients await discharge or admission to the Cherese Mari Laulhere Mental Health Inpatient Center (MHIC).
• Level 2 will feature a Small Baby Unit with 26 private rooms.
• Level 6 will be home to inpatient heart services. The Ronald McDonald House will relocate on this floor.

In alignment with our strategic plan and our vision, EMP priorities were developed utilizing more than 200 CHOC providers and associates, as well as hospital leadership, who have spent the last two-plus years envisioning a health care system of the future.

Executive sponsor:
Paul Van Dolah, chief operating officer
Leadership:
Waldo Romero, project executive, vice president of EMP
Serj Eyvazian, executive director EMP & PDC
Beth Goodman, project director EMP

The EMP will address growth for new programs and spaces, and the resources, including additional associates, needed to support them. Details will be made available as they evolve.

A traffic and parking assessment work group was formed as part of the EMP to better understand current and future needs for parking and traffic interventions. We are expanding the associate parking structure to accommodate the new Southwest Tower.

This is not true. Understanding concern about optimizing workspace, EMP teams are exploring best practices to ensure that ample room for physician space remains a key component for patient practice.

We will be adding two operating rooms, in addition, the ED has developed a strategy to manage patients more efficiently in and out of the department. These efforts include working closely with our primary care team to connect children with a medical home for non-emergent issues, as well as directing patients, when appropriate, to urgent care. In support of our mental health program, we have added a therapeutic space for this patient population who do not need to be held in the ED. It will provide resources and therapies while the patient awaits discharge or admission to the MHIC.

We are still working on many details related to hybrid work, primarily related to physical space. In November 2021, our ISD, Medical Informatics, Finance and Revenue Cycle teams piloted a shared space structure in the annex of our Commerce building. As part of the pilot, these departments’ associates will be testing technology for booking office space on days when they need to be on campus. Based on lessons learned, we will do something similar in Centrum next, followed by other locations.

Level 2 of the Southwest Tower will have a short bridge connecting to Level 3 of the associate parking structure, which leads to the current bridge across La Veta. Other wayfinding is still being planned. A big component of the EMP is enhancing the experience for everyone who comes to a CHOC location.

There are no plans to move the MHIC offsite. The plan is to expand our outpatient mental health services, which would potentially move off the Orange campus.

At this time, it will include a painting and flooring refresh. The goal is to make the rooms look and feel like private rooms that can still be used as double rooms when our patient census is high.

They will be considered in future capital expenditures.

The Southwest Tower will have a café. However, we are still in the design process and do not have the specifics of what kind of food and dining options there will be. We are also planning for vending machine options.

CHOC’s strategic plan calls for expanding our regional presence, not reducing it. The EMP envisions an outpatient regional framework to provide close-to-home care in southern Orange County as well as Los Angeles and Riverside counties. A planned “super hub” will include advanced imaging, an infusion center, and outpatient surgery. There will be three to four “medium hubs” for specialty care, mental health services, rehabilitation, and outpatient diagnostics. In addition, our network of primary care physicians continues to grow and ripple outward into the community to serve regions beyond Orange County.

As part of the EMP’s regional strategy, we will be expanding our ambulatory footprint in south Orange County. We are still determining how CHOC at Mission will be directly impacted by the expansion.

Check here for updates or connect with your team leadership.

This website. Also, we are committed to providing timely updates and encourage all providers and associates to stay on top of the EMP by frequently checking PAWS. In addition, we will utilize physician town halls, department head meetings, digital message boards, email communications and a video series called “EMP Watch.”

This option has not been ruled out but is not being implemented at this time. We are still evaluating the possibility of off-site parking.

The entrance is scheduled to have a traffic director during change of morning shift – peak traffic time – on weekends, just as it does on weekdays, so the wait time should be significantly shorter.

To ensure there is minimal traffic buildup and for the safety of our associates, all exiting the structure need to turn right. La Veta is a very busy street and traffic will become congested in the structure if we allow cars to go left. Our goal is to allow a free exit route without making traffic worse within the structure.

We apologize for the dust but remember, this is an active construction site. If you would like to avoid the dust park on the top level (open air). We continue to evaluate ways to help reduce site dust — however, there is major demolition occurring on every floor of the garage. Again, we apologize.

We anticipate starting to see patients in the SWT starting June 2025 but the move-in plan is yet to be determined in terms of whether it will be staggered or not.