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Monday, October 8, 2018  |  11:15 AM - 12:15 PM

Open to Conference Attendees Only

Activating Multiple Programs for Multiple Customers on One Campus

SPEAKERS
 
Timothy Brosnan, MHA
Vice President, Planning and Community Relations, Palos Community Hospital
 
Nick Faulconer, LEED AP BD+C
Project Manager, The Walsh Group – Walsh Construction & Archer Western
 
Drew Peterson
Program Manager, The Walsh Group - Walsh Logistics
 
Daniel J. Post
Interim President, Loyola University Medical Center, Regional Executive Vice President, Strategy and Business Development

As one of the few remaining independent community hospitals in Chicagoland, Palos Community Hospital developed a partnership with Loyola University Medical Center to best serve the community while positioning itself for long term survival and independence in a competitive marketplace. The hospital intends to accomplish this with a new focus on outpatient care to deliver the right care, at the right place, at the right time, and at the right price. With no time to waste the hospital reached out to new partners and an integrated design build and outfitting approach to accelerate the delivery of its revamped facility and strategy as quickly as possible.  

 

Presentation focuses on three specialized programs with similar outcomes – activating the customer in their new space on time and on budget with users that were prepared to operate on Day 1.  Case studies include a center for cancer care and research, Radiology Department and a new Ambulatory Care Center with the following departments Radiation Oncology Clinic, Surgery Center and specialty clinic.

 

Through the evolution of this program, the processes and team never wavered, not only delivering the construction project on time and on budget, but also ensured the building was prepared for our customer and the customer was prepared for the building.    

 

LEARNING OBJECTIVES:

1. Demonstrate how a consistent focus on activation allowed the multiple customers to GO LIVE on Day 1.
2. Determine how the strategic needs of the hospital, community, and partnerships were combined in a lean process
3. Understand how a collaborative approach guided the ‘C Suite’ to make informed and timely decisions when selecting all furnishings, fixtures and equipment.
4. Demonstrate how the integrated activation and transition process provided a path for the Owner to confidently operate in their facility immediately after construction completion.

SESSION FOCUS AREAS: = Generative Space = NOAH