Conference By Focus Area
Director of Customer Service, Customer Service, Humanscale
Global Director – Contract and Compliance Sales, Humanscale
Designing High-Performance Office Settings in Healthcare Facilities - Learning From the Humanscale Denver Office, a ‘Generative Space Award’ Project Case Study.
According to the late Michael Brill, at least 25% of the area of most healthcare facilities is devoted to administrative functions. Effectively, this means that the specific design knowledge of those who specialize in commercial office design is best suited to the designing of these settings.
The ‘Generative Space Award’ is now in its 7th year. In its 6th year of giving recognition to those built settings that exemplify the many benefits of utilizing this innovative design approach, a novel event occurred – a purely commercial office applied for and received an award.
The Humanscale Denver Office was designed – from its onset – to be a Generative Space exemplar. Not only is it functionally and aesthetically praiseworthy, its documented application of Generative Space principles – and its quantitative performance metrics – provide a compelling case for further study towards applying its lessons more broadly to the design of commercial office settings (including, and especially, those situated in healthcare facilities).
This session will provide attendees with the project timeline, processes, key events, strategic decisions, and design elements that enabled this exemplar to raise the bar for the rest of the field. Whether you are involved in healthcare design – or office design – this session will be a resource to enable you to design more effective and higher performing work settings.
1. Learn the elements of a high-performing commercial office space.
2. Learn how to identify relevant quantitative metrics for monitoring performance as a function of environmental conditions.
3. Learn how to meaningfully engage staff in the design of their office space.
4. Learn how to apply key Generative Space principles to the design of work settings.
Founder and President, The CARITAS Project
Meet the recipients of the 2016 ‘Generative Space Award’ (to be announced). See their submittals; learn from their presentations; engage with these leading pioneers in a discussion about how both systemic and sustainable improvements to health, healthcare, and wellbeing can be made through the design of the environment; and then plan your own strategy for submitting your pioneering projects to the 2017 ‘Generative Space Award’ in June 2017.
1. Learn how ‘action research’ can be applied to healthcare design projects.
2. Learn how to make systemic and sustainable improvements with generative space.
3. Learn how generative space can improve lives, organizations, and communities.
4. Learn how to make an award-winning submittal to the ‘Generative Space Award’.
Founder and President, The CARITAS Project
Principal and Firmwide Health & Wellness Practice Area Leader, Gensler
President, Global Healthcare, Humanscale
Director of Clinical Support Services, Texas Center for Infectious Disease
Vice President, Practice Leader for Healthcare, Stantec Architecture
President & CEO, Aesthetics Inc
, SPLINTER ARCHITECTS
This session may be attended as the follow-up to the previous ‘Generative Space Primer’ session, providing more detailed information about the practicalities of Generative Space Design – or – it can simply be attended as a stand-alone single session.
Presented as a moderated Panel Discussion with attendee interaction, this session will draw upon the applied learnings of a panel composed of an industry cross section of invited Generative Space experts. Each expert will contribute to a more broad understanding of the application and benefits of this innovative design approach – from their own projects and personal experience.
This session is the ideal opportunity to take home new understandings and resources that could radically transform the outcomes of each attendee’s contextual situations – as has been the case for each of the presenters.
1. Learn how Generative Space Design can be used to make both systemic and sustainable improvements.
2. Learn what constitutes a Generative Space (and what doesn’t).
3. Learn why Generative Space Design is a radical innovation that is transforming outcomes around the globe.
4. Learn from the experts – engage with a cross section of industry stakeholders, each having made both systemic and sustainable improvements in their local contexts.
G06: How do We Practice Health Design Leadership to Cultivate a More Generative Space to Create ‘A Place to Flourish’®?”
Director of Clinical Support Services, Texas Center for Infectious Disease
- Encouraging health and well-being practices through a “Get Fit” exercise program that brings together staff and patients for daily walks.
- Convening community meetings on patient units to solicit stakeholder feedback.
- Inviting patients to participate in the design of renovation projects by honoring their voice as stakeholders.
- Demonstrating support of employees by providing the opportunity to develop goals for themselves and their team.
- Enabling employees to develop and be accountable to personal mission statements.
- Producing social events for combined staff and patient engagement.
- Preventing a toxic work place and environment through holding staff accountable for the consequences of their actions.
Hotel Conference Centers are generally understood to be neutral (and sometimes brutally banal) spaces dedicated to the efficient processing of people and experiences. Generally, these Conference Centers aren’t understood as places offering the opportunity to find transformative beauty, meaningful collaborations with others, or an opportunity for introspection. And yet, the power of Generative Space is available to all of us in almost every place, even in the desert of a Conference Center in Orlando.
Generative Space is available through our own exploration, experiencing, collaboration, and making of that space. In this co-created educational experience we will work collaboratively to explore the meaning of Generative Space, to seek it out, to make it, and to share it. We’ll begin with a brief story-telling discussion about the nature of Generative Space in order to establish a common vocabulary as a basis of beginning our explorations. Our guides and scouts will share vignettes with you that shed light on Generative Space so that this light might become the jumping off point for a collaborative exploration.
We will then form small groups and go off exploring our Conference Center to find existing Generative Spaces and ‘near-misses’. Your group will explore how to find the generative opportunity in the ‘near-miss’ and how to make more Generative Space out of what you find along the way. You will also be experiencing how your own exploration group, as it moves through this exercise, can – itself - become a more generative experience.
Finally, we will gather back in the seminar room where we began to share our learnings through story, photographs, discussion, and sketches. This won’t be a typical ‘report out’ session, but – rather - a collaborative exploration of the learnings, insights, and inspirations that we have gathered along the way….and another exploration about how a larger group can make a more Generative Space even in the desert of a Conference Center in Orlando.
1. Develop a deeper, more immediate and more personal understanding about the meaning and power of Generative Space.
2. Experience a co-collaborative educational experience that is – itself - an attempt to create a Generative Space.
3. Collaborate with others to find, create, experience, and share Generative Space.
4. Develop the beginning of a practice of cultivating a more Generative Space in your own work and experience in ways that are both replicable and sustainable.
This is a two part session. Please click here for suggested prep for these sessions.
This is a two part session. Please click here for the full description.
Spend a few minutes reading one of the articles available at: www.aplacetoflourish.net .
Click on the ‘Resources’ link on the left, and scroll down to the archived articles.
Find a space that you have experienced as meaningful and generative. Spend fifteen quiet minutes in that space doing nothing but attending to that place and to what passes within it.
Jot down some notes, verse, or sketches that record the insights or learnings that you have gathered while attending to your Generative Space.
Take some time in your own home and office looking at it with fresh eyes. What have been your most generative experiences at home and in the office? What were the specific places and circumstances that sustain you and your life work at home and in the office? What are the specific ways that space and place intersect with persons and experience in your home and office that sustain your own Generative Space?
Bring a Generative Space to share; one that is captured by a story, a sketch, or a photograph that can be shared with a small group of co-collaborators. Also bring a camera and a sketchbook that can be used to capture images and ideas from your Conference Center exploration.
, SPLINTER ARCHITECTS
Through a process of intuitive drawing and metaphoric interpretation, you will discover a unique and highly effective methodology for helping shake off habitual patterns, and surface the Eureka! break-through moments we seek. You will work in small groups to create beautiful works of art that powerfully represent an inner vision and intention—and a clear path forward—for your project or initiative. By workshop’s end, you will emerge feeling inspired, energized, and more connected to the whole than ever! Experience as an artist is not necessary. Art materials will be provided.
Seating is limited, and registration is closed at this time as we've reached capacity. The workshop will take place at Stantec's Orlando office and participants are responsible for their own transportation.
1. Meditation: access personal intuition regarding an intended purpose.
2. Express intuition: create meditational art reflecting that purpose.
3. Interpretation: consider metaphorical meanings expressed in the meditational art.
4. Clarity: Discover new and different solutions that satisfy the intended purpose.
Design Director, Associate, Gensler
Director, AtSite Inc.
Principal and Firmwide Health & Wellness Practice Area Leader, Gensler
Through the lens of gaming, we created a deck of cards that assist clients and the entire design team to realize design performance strategies that they may not have considered. Sustainability is a bigger story than just environmental issues. It's possible to create benefits in social and economic realms that can make projects more prosperous, better designed, and fully engage with their communities – in a nutshell – higher performing. The cards “nudge” you towards this holistic strategy based on a set of lenses and front end investigation that forces you to look at the intent of the project in a more abstract way – the cards assist you to look at a client’s goals with new eyes. We will share several different case studies where we have implemented this approach into the early design phase of the projects; Detroit Medical Center, Adventist HealthCare, Center on Halstead and Children’s Hospital of Philadelphia, to illustrate a gaming toolkit can be beneficial in any project type.
1: Gain insight into the added social and economic values that exist in performance driven projects.
2: Utilize gaming strategies to add measurable performance value to projects in new ways.
3: Illustrate how to connect a client’s primary goals to sustainably strategies for win-win results.
4: Define how it’s possible to unlock hidden value in projects.
Assoc. Director, Real Estate & Facilities, Brigham Women's Hospital
President, CAMA, Inc.
Area General Manager, Food and Nutrition Services, Brigham & Women's Faulkner Hospital Sodexo Healthcare
Principal, SimmonsSTUDIO Architects
Brigham & Women's Hospital, in the heart of Boston's Longwood Medical and Academic Area, established a Landscape Master Planning Committee to improve the patient experience at this complex medical campus as it prepared for several renovation projects and future bed tower expansion. The team focused on the improvement of a number of experiences for patients and families that are encountered during the “time between” medical touch points. Food services came to the top of the list. This session will share the evidence-based analysis that took place before design, the lessons learned in the engagement of several interdepartmental stakeholders and the design considerations that followed and ultimately led to a major cafeteria renovation and several small pop-up food venues. The presentation will link vision, brand, strategy, outcome-focused design and complex renovation considerations.
1: Utilize an evidence-based process that links an institutional vision for improved patient experience to a loftier community health aspiration.
2: Evaluate a medical campus' ability, through design and renovation, to improve patient and staff well-being during their ‘Time Between’ medical touch points’.
3: Observe opportunities, through the integrated team delivery process, to innovate even in complex renovations for public and service operations.
4: Gain an understanding for designing dining, and bringing nature, health, nutrition and a new level of customer experience into the healthcare world.
Assistant Professor Department of Interior Design, University of Florida
Interior Design Principal, Perkins+Will
Healthcare Planner, Flad Architects
Considerations for health and wellness are increasing in the built environment, especially for the occupants of the space. Healthcare environments are no exception and while more emphasis has been put on patient and family experiences in the past, we’re seeing more design considerations for the permanent occupants of the space – the healthcare workers. With workplace health and wellness paving the way for design, consider the lessons healthcare designers can learn from workplace design and what should be considered for the unique healthcare work environment and workers. This panel of design practitioners and researchers come together in sharing insights from recent research and practices for worker wellness and what they see to be the direction for health and wellness in healthcare.
1. Review significance of health and wellness for all occupants
2. Identify areas in healthcare facilities for implementing health and wellness for workers
3. Examine design examples that incorporate health and wellness design
4. Discuss key factors that need to be considered when designing for healthcare worker wellness
Team Leader TEAM ED, HKS, Inc
Emergency Departments across the US are adopting the split-flow concept with the hope of achieving operational and spacial efficiency. Yet, ironically the originator of the split flow concept, after deploying it to their 28 hospitals for the last 8 years, is abandoning it. This session will explore the reasons for the failure of the concept, what can be learned from their mistakes and how to fix it. The speaker will show specific examples taken from simulations and in-depth studies of a cross section of the ED's that failed and what the corrective measures were that resulted from the study. Many concerning questions about the viability of the split flow concept will be explored along with specific recommendations for avoiding the pitfalls of them. Additionally, the results will be compared and contrasted with other hospitals across the US. Along with the identification of the underlying problems, new operational and physical layouts that emerged from the study will be presented.
1: Understand the split flow concept of operation in ED's which seeks to be more efficient and safer by reducing the time for a patient to see a doctor.
2: Learn why the split flow ED is being abandoning in 28 hospitals after 8 years, and how it increases the time to see a doctor during an emergency.
3: Understand through studies of a broad cross section of ED's how to increase patient satisfaction and avoid the pitfalls when designing a new ED.
4: Be exposed to new, highly flexible, safer and more efficient ED layouts that are the result of studying the failure of 28 ED's in the U.S.
Project Manager, GBBN Architects
Vice President, Patient Services and Operations, Cincinnati Children's Hospital
Senior Interior Designer, GBBN Architects
No matter how large or small the healthcare facility, clear and intuitive navigation is a key component of a positive visit to the doctor's office or hospital. When our environment doesn’t support ease of access, we become frustrated, distracted and stressed, all of which are poor indicators for healthy outcomes. In this session we'll take you on a journey of the patient and family from the car door to the front door, to checking in and finally to their seat in the waiting area. We will present a sampling of case studies of registration solutions for Cincinnati Children's, showcasing the built product and why the hospital is trialing centralized registration. The centralized registration model and addition of a large research facility made way for the renovation of one of the hospital's heavily used and very circuitous secondary entrances. We'll take a look at the importance of this major thoroughfare from a wayfinding and first-impressions perspective.
1: Identify strategies for creating a welcoming first impression
2: Understand key components of intuitive wayfinding
3: Identify strategies for planning a user-friendly centralized registration area
4: Learn about the five different activity zones all waiting spaces should employ
Administrator, Telehealth Services, University of Mississippi Medical Center
Executive Director - Office of Planning, Design, and Construction, University of Mississippi Medical Center
Administrator, Community Health Services, University of Mississippi Medical Cent
With the passing of the Affordable Care Act, health systems are now in the midst of significant transformation. Faced with the challenge of moving from volume- to value-based care many systems have forged ahead with population health management strategies designed to bridge new capitated payment methodologies. Healthcare organizations require a new model of care to address population health and mitigate the rising cost of providing care. The University of Mississippi Medical Center has leveraged strategic partnerships and technology to facilitate population health management to improve the health and welfare of the poorest and least healthiest population in the US. This includes forming strategic partnerships and development of a comprehensive telehealth program. The impact of these programs on health outcomes, disease management, cost of care and access to care are enabling the University of Mississippi to fulfill its mission of creating a Healthier Mississippi.
1: Define Population Health and impact of the Affordable Care Act
2: Outline challenges facing the poorest and least healthiest population in the US
3: Describe the impact strategic partnerships to has on improving population health
4: Discuss how Telehealth, an innovative model, is eliminating barriers to access and quality health care
Healthcare Ergonomist, Humanscale
Ergonomics Director, Duke University and Health System
Growing concern over the rising number of preventable medication errors in the US has prompted a recent focus on adopting safe medication administration practices. Despite record spending, preventable medication errors are still on the rise. How can designers, nursing, IT, and other organizational groups work together to actively improve the safety of this process? The key to reducing medical errors lies in reducing human error and the cognitive workload of nursing staff through design. This seminar explores how applying cognitive ergonomics to the medication administration process can make it safer for patients, caregivers, and the organization. A university hospital case study will be shared to demonstrate the challenges, workarounds, and sources for error inherent in the environment. Participants will learn how cognitive ergonomics is being applied to reduce the risk of human error during medication administration.
1: Examine current sources of error in the medication administration process
2: Discuss the factors affecting the likelihood of human error
3: Apply current research to overcome common lapses in medication safety
4: Understand how to apply cognitive ergonomics to drastically improve patient safety
Associate Vice President, Health Sciences, CallisonRTKL, Inc.
Vice President for Expanded Access, Washington Adventist Hospital
Chairman / Chief Executive Officer, TLC Engineering for Architecture, Inc.
Associate Vice President, Health Sciences, CallisonRTKL, Inc.
Washington Adventist Hospital is seeking to construct a new facility to replace its aging hospital which has been open for more than 100 years. As the planning for the new facility was occurring, the Affordable Care Act (ACA) became law, forcing the hospital to reconsider many aspects of the design and to re-strategize priorities for the new project. The design team will provide an overview of the project and the Owner will discuss the reasons for replacement and detail how the arrival of the ACA impacted the organizational strategy of the project development. The design team will follow-up to report the current project status and discuss specific design impacts that are being implemented, and those still being considered, which were necessitated by the impact of the ACA’s implementation on the design in order to deliver the new replacement hospital.
1: Participants will learn of the long-term and ongoing effect of the Affordable Care Act on healthcare planning, budgets, and strategy.
2: Participants will hear how hospitals use third-party financing for areas of hospitals to improve balance sheets and make hospitals more affordable.
3: The team will review Information hospitals should research and understand in their decisions to pursue Third-party development.
4: Participants will observe how hospital architecture can respond to an uncertain future of healthcare regulation and ensure flexibility.
Principal, Leonardo Group Americas
Principal, Perkins Eastman
Surgical Services Division, White Plains Hospital
Hospitals are looking to improve their financial health by controlling costs and increasing revenues. On the cost-control side of the ledger hospitals are adopting the principles and tools of Lean with great results. On the revenue side, hospitals are increasing capacity in procedure-intensive departments. To increase capacity many hospitals must build to accommodate more specialties, more procedures, more supplies, and more equipment. Often under considered, particularly in complex renovations, are the impacts of prolonged construction / renovation times, unforeseen existing facility conditions, and changing programmatic drivers. White Plains Hospital will be used as a case study illustrating a Roadmap for a Lean Hospital Design in its newly renovated Surgical Services Department. We will illustrate not only how this roadmap was successfully implemented, but demonstrate the need to build in flexibility to account for unforeseen changes impacting the ultimate design criteria.
1: Introduce the Roadmap developed to transform the Surgical Department’s value streams, including Patient Flow, Materials Flow, and Equipment Flow.
2: Illustrate the evolution of construction and renovation of the department and how the surgical team managed operations and efficiency throughout.
3: Highlight lessons learned as operational strategies, executive administration and programmatic needs have changed over the course of construction
4: Discuss the role of research, explorative and observational, in the design of innovative and operationally efficient spaces to improve outcomes.
VP of Operations, Suffolk Construction Company
Interim Vice President, Baystate Health
President U.S. Operations, Steffian Bradley Architects
It’s not often that design teams have the chance to reevaluate and improve a design and the way that design is delivered in a controlled environment, but that’s exactly what Baystate Health, Steffian Bradley, and Suffolk Construction were able to do with the 641,000SF addition at the Medical Center’s Main Campus in Springfield, MA. Delivered in three phases, the design team researched the success of earlier phases utilizing post-occupancy evaluations, enabling them to improve the design of the units that followed. The phases also saw an evolution of project delivery methods, from traditional CM on earlier phases to phase three, an interior fit-out of four shell floors into inpatient beds and pharmacy, delivered using Integrated Project Delivery. The development of methods has resulted in increased safety, and allowed Baystate to save millions. Attendees will hear from the owner, architect, and contractor about the successful usage of evidenced-based design and assess lessons learned.
1: Explain the value of post-occupancy evaluations for patient and staff safety and satisfaction.
2: Discover best practices for creating and administering post-occupancy evaluations.
3: Assess lessons learned through a multi-phase project utilizing different delivery methods and how future projects will be addressed.
4: State the importance of the post-occupancy evaluation process as it relates to the development of evidence based design.
Director of Nursing & Service Leader for Labor/Delivery and High Risk Obstetrics, Methodist Women's Hospital
VP of Operations/Executive Director for the Mother Baby Clinical Services, Children’s Hospitals of Minnesota & Allina Health Children's Hospital
Senior Interior Designer, HDR
Healthcare Planner | Women's Services Leader, HDR
Associate | Healthcare Planner | Children's Services Leader, HDR
As birth center business is booming, hospitals are looking for ways to differentiate their services from the competition. Today’s mothers approach the choice of facility and provider as active consumers, expecting more from their birthing experience than ever before. They are well-informed and demand seamless medical care and integrated specialty services for both mother and baby. As a result, hospitals are increasingly focused on redesigning facilities and operations to unite women’s and infants care. This session will present a comparison case-study between two different Midwest facilities focused on Women’s and Children’s care: Methodist Women’s Hospital (Omaha, NE) and the Mother Baby Center at United Hospital (St. Paul, MN). Designed by HDR, the two projects have taken different routes driven by community needs. We will outline their differences and similarities, and explore new hospitality design trends and service line integration that informed the success of both projects.
1: Discover how two different hospitals approached integrating women’s and infants service lines to better serve their respective communities.
2: Identify the latest hospitality design trends in obstetrics and neonatal care.
3: Integration of Evidence Based Design concepts.
4: Explore challenges and solutions that arise from combining obstetrical program with neonatal critical care.