In Austin, at this year’s Symposium I will be conducting an innovative leadership learning intensive. It is specifically for senior level executives – all health, healthcare, and design industry stakeholders who want to dramatically improve the world of health and healthcare by advancing their leadership effectiveness.
The Leaflet Archive
Within the framework of an entire facilities project, success is often measured by the client in terms of budget, schedule, and quality--both functional and aesthetic. It is often said that owners can have it “Fast, Good, or Cheap,” and they can only pick two. However, facilities projects exist within a larger institutional context and the trade-offs that frequently occur among these success measures can have implications well beyond the project. The facilities project is not the end. Rather, it is a means to an end that serves an institution’s larger strategic plan. This often-distant strategic purpose can easily be lost in the immediacy of a project’s “Fast-Good-Cheap” design and construction decision-making
Cancer diagnosis is often a life-changing moment for any patient. Procedures and treatments with multiple specialists can be intimidating and confusing—for both the patient and family members. As clinical procedures continue to improve, many healthcare organizations are increasingly emphasizing an overlooked but equally important aspect of cancer care—the patients’ emotional wellbeing.
Nearly 200 years ago, Catherine McAuley and the Sisters of Mercy pioneered a revolutionary new approach to caring for others. Rather than expecting people to come to them, they traveled outside the confines of their convent to deliver care to those with the greatest need.
Over the course of my career as both a hospital executive and a planning and design consultant, I have been drawn to the notion of “empathy”. Three particular experiences have profoundly influenced my personal construct of empathy.
Health(care) Design 2048: Celebrating 30 years of innovation / Preparing for the next 30 years of transformationWayne Ruga, PhD, FAIA, FIIDA, Hon. FASID
Thirty-two years ago, when I first conceived of a Healthcare Design Symposium, my concept was unprecedented: ‘a multi-stakeholder community passionate about learning and sharing resources to create more life-enhancing environments to improve health’. By all accounts, and given its 30-year history, the response to this concept was extremely positive and – as a result – the healthcare environment, today, is VERY DIFFERENT than it was then
This article breaks down and explains the seven topics that LEED for Healthcare focuses on while giving insight into what a facility must do to receive certification.
HEALTHCARE FACILITIES SYMPOSIUM & EXPO ANNOUNCES PARTNERSHIP WITH NATIONAL ORGANIZATION FOR ARTS IN HEALTH
NOAH will hold its first annual conference in conjunction with the 30th Healthcare Facilities Symposium and Expo on September 18 – 21, 2017, in Austin, Texas.
Whether you’re getting seniors to treatments and appointments or taking them on outings and shopping trips, reliable senior transportation is a core part of providing senior living services. That’s true for independent living centers, assisted living facilities, nursing homes and adult day centers alike —
Today more than ever, forward thinking healthcare systems are reimagining their facilities with an eye toward enhancing the patient experience and improving outcomes. Healthcare design in general and Emergency Department (ED) design in particular are being shaped by a more discerning public who are expecting to be placed in a supportive environment which offers them much more control of their experience. Greater individual privacy, fewer disruptions, and quicker responses create a better clinical environment for patients under circumstances that by definition are not conducive to doing so.
Noise and Healing Although everyone’s perception of what constitutes “noise” is different, most patients would agree that hospitals are and have always been noisy places. While the World Health Organization recommends that average patient room noise levels remain around 30 decibels, typical noise levels often hover as much as 20-30 decibels above that level.
From cleanliness and accessibility to heavy wear, wayfinding and promoting a healing environment, hospitals face a unique, stringent set of challenges. The flooring is no exception. It’s a crucial part of creating a quality care setting. Below, we discuss various factors to consider when choosing flooring for your healthcare facility and how to incorporate evidence-based design into a hospital flooring plan.
Every healthcare and research institution wants a flexible clinical laboratory that blends innovative technologies with LEAN principles, increasing the efficiency and quality of the work. The ideal core lab promotes collaboration and the exchange of knowledge, and is flexible and easily modified...
What first brought you to the Symposium? There are almost as many different answers to this question as there are stars in the cosmos. However, some of the more frequently heard responses to this question, are: To find out new…… (where the filling in of the dots could be – trends, ideas, products or industry leaders – for example).
Four Healthcare Accelerators Changing the Game
Over the past few months I've met with a variety of Facilities Managers across multiple sectors in the UK, each meeting has unearthed a different approach to performing and managing their daily workloads...
Hospitals used to love it when you came and stayed for days on end. But now with recent insurance and accountability changes, they are facing significant fines for re-admission (and the resulting public perception of poor care). They want you in and out.
Consider this: Are you the product of a world that has taught you to eat all your dinner first, then and only then you can have your dessert?
Anchor Health Properties is celebrating 30 years in 2015! We sat down with Paula Crowley, CEO and Lou Sachs, President, for a Q&A to reflect on the last 30 years as they transitioned from retail to healthcare development.
Millennials are the new moms. Time is flying, and in a few years all new mothers will be Millennials (or Gen Y). This generation is information-centric, so with limitless access to information many mothers-to-be obsess over every detail of impending motherhood, including finding the perfect place to give birth. About 99% of women in the U.S. currently give birth in hospitals, but the number opting to deliver at home or in birth centers is rapidly increasing in reaction to negative experiences, high rates of unnecessary medical interventions, lack of control, and high costs of delivering in a hospital.
Nursing is the fastest growing occupation in the United States, with an anticipated 22 percent increase in the number of nursing jobs by 2018. It makes sense, then, that designers, facility managers and healthcare administrators are paying more attention to creating environments that support this portion of the workforce, looking at everything from lighting and furnishings to the floors beneath them. One flooring product in particular - rubber - is earning high marks, not only for the comfort it offers, but also for a number of other benefits that enhance the work environment in healthcare settings. This article will discuss those benefits of rubber flooring for the healthcare environment.
In December 2014, the Huffington Post UK posted an article and accompanying cartoon which satirizes our society's prevailing misunderstanding of mental health, which is the trivialization and dismissal of such suffering. From our choice descriptors to our "helpful" advice, we are usually way off target in eradicating the stigma of mental health. As our government attacks the stigma - by expanding access and insurance coverage, providing job training incentives, and integrating the services into the primary care world - the next big opportunity to improve care delivery lies within designers' hands.
With a growing emphasis on wellness and preventive care--and increased pressures to monitor overall community health--community engagement has taken on renewed importance in healthcare delivery. Through a well-planned community engagement process, healthcare organizations can better understand and address their community's health needs, obtain specific feedback to improve current care programs and facilities, and solidify relationships with their patients and the broader community. While community engagement initiatives can occur at any time and may take a variety of forms, tying such initiatives to facility development offers unique opportunities to rethink existing processes and align investments with community expectations.
After the EF-5 tornado of May 22, 2011 landed a direct hit on the St. John's Regional Medical Center in Joplin Missouri, Sisters of Mercy Health Systems determined to re-build, on a new site, a new facility, to replace the one devastated by the tornado. Groundbreaking for the 260 bed facility took place in January of 2012. The new hospital will open for patients in the first quarter of 2015. With the lessons learned from the devastating storm experience, Sisters of Mercy Health Systems and its design and construction teams gathered together to begin planning the new design.
Wheaton Franciscan Healthcare All Saints Hospital in Racine, Wisconsin is a 313 inpatient bed multi-building hospital campus that includes the Cardiovascular Institute, St. Luke’s Women’s and Children’s Health Pavilion, and St. Mary’s Hospital. The Central Sterile Processing (CSP) department supports these facilities and the physician office building located on the campus.
For the second year in a row, the Healthcare Facilities Symposium & Expo played host to students from around the country, and provided a most appropriate venue for the required comprehensive task. Five teams were invited to be a part of a Student Design Charette which focused on two topics trending high during this year's HFSE: 1) Generative Space and 2) Retail Health. A student design charrette was the catalyst to bring all interested and enlightened individuals together with a common goal of conceptualizing generative space.
The rollout of the Affordable Care Act (ACA) is presenting a number of new challenges to healthcare providers and facility operators. One of the largest of these new challenges is keeping a facility continuously accredited by The Joint Commission (TJC) (formerly JCAHO). States rely on TJC accreditation and certification programs to oversee the quality of the healthcare facilities and programs. Additionally, various state agencies utilize TJC accreditation as a condition for Medicare payments. Specifically, the State of Illinois recognizes TJC accreditation as a condition of licensure and the receipt of Medicare and Medicaid service reimbursements. As such, continuous accreditation becomes even more critical in the present ACA environment as the population ages and hospitals rely more and more on Medicare and Medicaid reimbursements.
Critical Access Hospitals traditionally have been the foundation of rural communities as they provide affordable access to healthcare, generate economic development, and offer well-paying professional jobs. Yet many CAH's find themselves navigating change as they expand their roles as healthcare leaders. As with many larger urban hospitals, Critical Access Hospitals are evolving with industry-wide changes in healthcare delivery methods, technology and demographics. While Critical Access Hospitals share traits with urban hospitals, they are tailored to their individual markets on a smaller scale.
What do you picture when you hear the words "hospital food"? Most of us imagine a cafeteria tray of lukewarm, bland food served at a prescribed meal time. That isn't the case with many recently renovated healthcare facilities.
Since you're reading The Leaflet, chances are you have dealt with the constant demands of the healthcare industry, regardless of your role. Whether you're a facility planner, designer, architect, engineer, facility manager, construction manager, or healthcare executive, you know how necessary it is to remain flexible and ready for whatever challenge lies ahead. In our situation, that "challenge" was how to add an entire floor into the plans for a new building being constructed, without affecting the date the staff and patients needed to move in by - or altering our customer's budget.
Array Architects conducts Rapid Lean Design Events geared to help clients quickly assess their current condition, map out patient flows impacted by the process, identify areas for improvement or streamlining, and then establish an ideal future work flow.
Changes in the healthcare field have resulted in a facility design evolution, impacting clinics, hospitals and healthcare users. Chicago-based furniture vendor, Rightsize Facility Performance, has worked with major healthcare providers throughout Chicagoland and the Midwest. Their team members noticed a needs-based trend in overall design, resulting from recent changes in healthcare policy. Healthcare facility managers are catering to a new customer, the patient.
Of all the possible benefits from participating in the Symposium, learning new and useful things must rank very close to the top of the list - if not, at the top. Indeed, as a 'certified' provider of professional education, the Symposium has been providing professional development continuing education credits for its high-quality educational offerings throughout its 27-year history.
Knowing what questions to ask up front, leads to more successful projects. Be bold, avoid pitfalls and arm yourself with the top most relevant Mechanical, Electrical and Plumbing (MEP) questions on day-one of your project.
Scheduled for fall 2014 completion, the 2.5 million-square-foot new Parkland Hospital is the largest healthcare construction project in the nation. When the $1.3 billion project is complete, it will serve more than half a million patients annually. With a campus covering 2.5 million square feet, the project includes a new 865-bed acute care hospital, outpatient clinics, parking garage, central utility plant and other support facilities.
As CEO of Anchor Health Properties, I can attribute my passion for developing innovative healthcare projects to my experience in the "retail world" and creating a positive customer experience from a very young age. I grew up living in an apartment in Atlantic City above my parent's retail business, a collection of shops and restaurants called Gordon's Alley. As a young girl I worked in the various shops and watched and learned as my parents interacted with customers.
I've been traveling a lot lately, every week it seems, which is unusual for me. But through this I've had time (lots of it) on airplanes and in airports, and I've been pleasantly surprised to see how much airports have improved in spite of gasoline prices, competition and airline mergers. And considering I'm typically engaged with a healthcare client designing a new facility at the end of each trip, I've been surprised to learn that hospitals could learn a few things from the airport. Here are my top six observations.
Changes in the healthcare industry are increasing the incidence of design-build projects. This article explains how to best utilize professional engineering services within this delivery model to obtain maximum benefit for the owner and user.
Amid the massive changes taking place in the healthcare business, it has become a cliché for industry observers to hold forth that, among hospital and health systems, "there will be winners and losers." However, like most clichés, this one contains a germ of truth. Whenever an industry undergoes a major transformation, some competitors will prosper while others will fall by the wayside.
A healthcare presence in a retail setting will be an essential strategy in meeting expectations inherent in a restructured health system where success is measured by keeping patients healthy rather than maximizing billable units of service.
When I spoke at the Healthcare Facilities Symposium & Expo last October, I put a lot of information out there. Which is understandable given that I had 450 PowerPoint slides. I wanted to take a few minutes and elaborate and expand on a few of the points I made regarding "Black Swan" changes/developments in the healthcare arena which might affect you.
The critical time is now for positive change. Because there's no time when it's not now, why not seize the moment by asking yourself each day, "What's the one thing I can do to further my success tomorrow?"
You know your own good self better than anyone else does – only you know what works for you. For example, how hot you like your bath, or whether you would even prefer taking a shower instead of a bath…only you can know. This self-awareness of our personal preferences is a crucial characteristic of how we each engage with our environment – and, these decisions we make about how we engage with our environment have a direct and profound impact on the quality of our health, healthcare, and well-being.
I'm a Health Care Architect. For the last twenty-five years I've designed health facilities, mostly hospitals. It's a specialized body of knowledge, and a skill set that separates those of us who practice it from other architects. I'm proud of what I know, and it's ensured a steady stream of work for many like me, for a long time. The practices of health facility designers and builders seemed to be almost recession-proof, through times when other building types specialists were struggling.
On October 20th, 2013, I will lead a 'Healthcare and Design Delegation' to India - organized by the People to People Citizen Ambassador Program - I invite you to join me. Incidentally, the Healthcare Facilities Symposium & Expo was conceived as the direct result of a similar invitation that I received from John Lind and Dick Hansen (the founders of HLM) to join them for a People to People Delegation to Japan and China in 1985.
Patty Looker, Associate AIA, FACHE, EDAC, Principal
VOA Associates Incorporated
In these days when healthcare provider leadership is compelled by huge changes in care provision, as well as looming deadlines for implementation of reform and difficult decisions about capital needs, it is easy to lose sight of parallel transformations taking place. What is always clear is that all transformations are grounded in the fact that our current US healthcare system is not sustainable. From every conference podium across the country since PPACA was passed, the keynote message is that "the train has left the station". Change is underway. And every part of the healthcare sector is involved.
Like most healthcare architects, I always thought of myself as sensitive to the patient's journey through the healthcare system and the hospital environment. But I learned the hard way that until you go through it yourself, you can't really know what it's truly like.
The next five years will be very challenging times for healthcare administrators as they must work to maintain a clear vision and an inspirational voice amid the turbulent currents and complex dynamics of change. The bad news: almost no aspect of healthcare will remain in its current state.
Before a healthcare facility embarks on a project such as a ground-up addition, or department expansion such as Emergency, Surgical, Imaging, Labor & Delivery, Cancer Center they could determine quickly, with relatively minimal expense, in the planning process if their needs and goals will be met as planned and/or, if an expansion is really necessary.