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SEPTEMBER 24-26, 2025
San Diego Convention Center - San Diego, California

Author: Jenabeth Ferguson

We went to Orlando!

Nothing motivates me more than being in a room with smart, dedicated, passionate people. And that is exactly what happens each and every time our advisory board gets together. This past January, we took the winter meeting to sunny Orlando. Looking back, I can’t help but feel a sense of pride and excitement. Our board members, who came from all over the country, came ready to play.

The meeting was marked by an openness and honesty that is truly refreshing. No one hesitated to dive into the pressing challenges we’re facing in the industry. From staffing shortages to the uncertain future under the new administration, and what AI will mean both within design firms and healthcare settings, we tackled it all. This willingness to face tough issues head-on is what makes our advisory board so special and drives the mission of the Healthcare Facilities Symposium & Expo forward.

A highlight of the meeting was the sense of camaraderie and mutual respect among the board members. Despite the varied backgrounds and perspectives, there was a shared commitment to improving healthcare environments and driving innovation. This collaborative spirit is at the heart of what we do, and it was on full display in Orlando.

As we move forward, I’m confident that the insights and strategies discussed at this meeting will color all of the planning for this year’s Symposium and beyond. Right now, we are beginning to review speaking proposals, and we’ll be looking for sessions that help tackle the issues discussed at our meeting.

The dedication and passion of our advisory board members are truly remarkable, and I’m grateful for their continued contributions to our mission.

Be well,
Jenabeth

Jenabeth Ferguson
Vice President, Symposium Director
Healthcare Facilities Symposium & Expo

 

Enabling Projects in Healthcare: Essential Tips for Project Managers

By: Christina Olivarria, MSPM, PMP, HACP

The construction plans are approved, the budget secured, the contractor selected, and internal resources confirmed. Everything is in place to build your next healthcare environment. Just one thing stands between you and breaking ground – the spaces you need to refurbish or demolish are currently occupied by staff. Now what?

The term “enabling” is defined as “making something possible or easier or providing whatever is necessary to achieve a specific aim.” Enabling projects in healthcare construction and design often consist of a series of steps necessary to prepare an organization to construct a new healthcare environment. To support these types of projects, it is critical that project managers understand how to effectively manage them to ensure they are completed to make way for the bigger organizational initiative. Three things to keep in mind when managing enabling projects are:

  • Differences between enabling projects and traditional Transition and Activation projects
  • Management skill sets to support Enabling Projects
  • Baseline tools to get the job done

Understanding these items will ensure your next enabling project implementation is a success.

Differences Between Enabling Projects and Traditional Transition and Activation Projects

Before jumping into your first enabling project, it is important to understand some key differences that set enabling projects apart from traditional Transition and Activation Projects.

The first important difference is that these projects often impact staff in ways they may not expect or appreciate. For example, if trying to make way for a new tower on an impacted medical center campus, organizations may evaluate space utilization and determine which staff remain on the existing campus and which will be temporarily moved to offsite locations. Being informed of an unanticipated office relocation can be unsettling for many staff. Taking the time to develop and deliver clear messaging explaining the reasoning behind how staff were selected to move and how this supports the organization’s vision will go a long way towards engaging staff in the process. Once you begin to engage with users, it’s better to recognize this elephant in the room right away. Pro Tip: Identify an Internal Communications Resource to support messaging throughout the enabling project engagement. This will ensure staff are all receiving consistent messaging.

The next key difference is that the schedule of enabling projects is typically more compressed than those of traditional Transition and Activation projects. When planning, project managers may need to adjust how they approach projects. Thinking of each project as a sprint, managers should plan workstreams accordingly and schedule shorter meetings closer together to complete the work. Pro Tip: Work with the Project Sponsor to identify any predecessor activities required to support the compressed schedule. Is the space ready? Does someone else need to move out first?

Resources on an enabling project may be constrained compared to those of a traditional Transition and Activation project. On a hospital tower project, project managers collaborate with the same stakeholders over a longer duration, providing time to build trust and relationships. Due to the high stakes and high visibility of large construction projects, organizations often dedicate resources to ensure their success. On enabling projects, resources may be pulled to support multiple projects simultaneously, and the timeline for building relationships with impacted department stakeholders is cut short. Because of this, it is important to identify the key stakeholders required to successfully complete the project:

  • Facilities, Planning, and Construction Project Manager – Supports management of space readiness and confirmation of space requirements with department stakeholders
  • IT/IS – Supports de-installation and reinstallation of computers, technology, and other systems
  • Furniture/Interiors – Supports furniture assessments or acquisition for new space inhabitants
  • Clinical Engineering – Supports installation and calibration of medical equipment
  • Signage – Supports updating of departmental and wayfinding signage
  • Mover – Supports moving of boxes and equipment
  • Department Stakeholder – Supports communication and requirements/information gathering from their impacted departments

Pro Tip: Having the right people at the table (in-person or virtually) will support decision-making and the overall project timeline. During each meeting, note if a specific request keeps coming up and work with your project sponsor to get that decision maker to your meeting.

Management Skill Sets to Support Enabling Projects

“A pivot is a change in strategy without a change in vision.” – Eric Ries

Have you ever drafted an agenda and ten minutes into a meeting and realized you are never getting through it because the stakeholders are discussing other priorities? How do you respond? Project managers who are successful with enabling projects are able to quickly pivot to meet the needs of the stakeholders and drive the project completion. They are adept at reading the room and determining how to change directions and priorities, quickly and decisively. Having worked on over 100 Enabling Projects of various sizes and complexities, below are key skills that the Yellow Brick team has noted as requirements for surviving the sometimes turbulent waters.

  • Adaptation – Enabling projects are dynamic in nature. Due to the revolving door of stakeholders being engaged, it is safe to say that at least one of your projects will not go as planned. The ability to quickly adapt and pivot as new information presents itself is critical to the delivery of enabling projects.
  • Negotiation – As shared earlier, in some instances (I would argue in most instances), the departmental stakeholders you will be working with had not planned on moving and may be resistant to the move. As a project manager, it is important to listen, know what you can and cannot negotiate, and bring reasonable requests back to your project sponsor for evaluation. Listening (not just hearing) will be important as you navigate crucial and sometimes difficult conversations.
  • Organization – Due to the quicker nature of these projects, note-taking, file organization, and accountability will be minimum requirements to maintain pace. Maintaining clear records of the project is important. For example, when reviewing construction diagrams, include photos of plans with annotations in the notes to ensure there is an accurate record.
  • Meeting Facilitation – Being able to command a meeting and steer the group safely to their ultimate goal of moving to a new space is a key skill. Come prepared to know what you need to accomplish in the meeting, keep an eye on the time, and be sure to summarize conversations to ensure all parties are clear regarding the next steps and decisions.
  • Empathy – Like all projects, often the work being asked from the department stakeholders is often the “Other duties as assigned” part of their job description. Pay attention to facial expressions, voice tone, and nonverbal cues. Always share appreciation and recognition of accomplishments. When asking for something, ensure the requested timeline is achievable and, if possible, build time in the meeting to work together to complete tasks as a group.

Pro Tip: When onboarding new members to your team to work on an enabling project, take the time to orient and highlight these skills. Take the time to assess your approach and ask those leading successful projects what skills they find advantageous to accomplishing goals.

Baseline Tools to Get the Job Done

The next question to ask yourself is “How am I going to make this happen?” Establishing tools to support how you manage the work will allow you to adjust and refine them depending on the type of enabling projects you are delivering. Below is a list of baseline tools used to support enabling projects:

  • Task List—Although your to-do list might be shorter than the hundreds of tasks required to support a traditional Transition and Activation, readiness activities need to be accomplished to ensure a successful move. Having a centralized tracking method ensures all stakeholders are aware of their assignments and deadlines. The Yellow Brick Our team leverages Smartsheet, but Excel or Lists are great alternatives to track and manage Task Lists.
  • Timeline – Like any project, it is important to understand the key milestones associated with the project, including when the space is ready,  deinstall and reinstall dates of equipment, and Day 1. Once you have a handle on the timeline, create a baseline timeline that can be customized for each project based on the milestones.
  • Move Roster – Develop a list of staff moving to the new space, including badge numbers and from-to office/space assignments. Be sure to include a list of equipment to ensure you have the right resources to support de-installing and reinstalling equipment.
  • Orientation and Training Tools – When moving into a new environment, it is a best practice (if not a regulatory requirement) to develop educational tools to support orientation. Tools can include Welcome Packets, education modules, and vacated space checklists. Include information about parking, access, hours of operation, work orders, and staff amenities to support a smooth transition into their new home.

Pro Tip: Develop a folder structure to store project documents and provide access to key stakeholders. Include a Project Dashboard that displays key metrics, so stakeholders can understand the status of each project.

Enabling projects are the predecessor for larger, more complex Transition and Activation projects. By taking the advice shared and refining it to fit your needs, you will be on your way to successfully managing make-ready initiatives.

 

Rethinking Emergency Department Wait Times: A National Imperative

By Rhonda Malone​​​​ Wyskiel, RN, MSN, EDAC, LSSGB
HORD COPLAN MACHT

It was a Wednesday night in a bustling urban hospital when Sarah, a young mother, rushed her feverish toddler into the emergency department (ED). The waiting room was packed, parents with crying children, elderly patients clutching their chests, and others staring at the clock, frustration etched on their faces. Sarah’s child was eventually seen, but not before hours passed in uncertainty and growing fear. This scene isn’t unique to one hospital or city—it’s a daily reality in EDs across the United States.

ED wait times are more than just numbers on a spreadsheet. They represent moments of anxiety, missed opportunities for timely care, and, in the worst cases, preventable harm. The problem isn’t new, but it’s growing more urgent. With EDs acting as both the safety net and the front door to healthcare, solutions require more than temporary fixes—they demand systemic change, innovative thinking, and a commitment from healthcare leaders, designers, and policymakers alike.

The Scope of the Problem Nationally, EDs serve as both the safety net and the front door of healthcare. With over 130 million annual visits to U.S. emergency departments, the demand has far outpaced capacity (CDC.gov). Key contributing factors include:

  • Increased Patient Volumes: Aging populations, rising chronic disease prevalence, and limited access to primary care drive more patients to EDs.
  • Staffing Shortages: Workforce challenges, including nurse and physician burnout, exacerbate capacity constraints.
  • Behavioral Health Crisis: EDs are increasingly serving as default care sites for patients with mental health and substance use issues due to insufficient behavioral health resources.
  • Boarding Delays: Patients awaiting inpatient beds often occupy ED resources for extended periods, causing bottlenecks.

Innovative Models for Improvement Despite these challenges, hospitals across the country have implemented innovative models to reduce wait times and improve patient flow:

  1. Vertical Care Models: By treating lower-acuity patients in seated areas rather than traditional beds, EDs can increase throughput and reduce bottlenecks.
  2. Discharge Lounges: Dedicated spaces for patients awaiting final steps in discharge free up valuable ED bed space.
  3. Observation Units: These units provide short-term care and monitoring for patients who may not require full inpatient admission.
  4. Real-Time Data Monitoring: Advanced analytics platforms offer real-time insights into patient flow, helping teams anticipate and address bottlenecks proactively.

A Design-Driven Approach Physical design plays an often-underestimated role in addressing wait times, but it’s not a silver bullet. While thoughtful layouts, flexible treatment spaces, and efficient wayfinding can improve throughput and reduce bottlenecks, they cannot fully address the systemic issues driving ED overcrowding. Challenges like staffing shortages, limited inpatient capacity, and behavioral health crises require operational and policy solutions. Hospitals can’t simply ‘build their way out’ of these problems—design must work hand-in-hand with broader systemic reforms to create meaningful, lasting change. Thoughtful ED layouts that incorporate clear wayfinding, flexible treatment spaces, and separate zones for high- and low-acuity patients can significantly impact efficiency.

  • Triage Redesign: Implementing rapid triage protocols reduces initial assessment time.
  • Private and Secure Spaces for Behavioral Health Patients: Creating dedicated environments reduces risks associated with overcrowding and patient agitation.
  • Family-Friendly Waiting Areas: Enhancing waiting room comfort reduces perceived wait times and improves patient satisfaction.

System-Level Reforms Are Essential While operational and design improvements are critical, broader system-level changes are equally necessary:

  • Investment in Post-Acute Care: Increasing capacity in rehabilitation and skilled nursing facilities can reduce ED boarding.
  • Telemedicine Integration: Virtual consults for non-emergency cases can alleviate physical ED overcrowding.
  • Community Partnerships: Collaborations with local health services can provide alternative care pathways for non-acute patients.

Personal Insights and Reflections Early in my career, while working on ED improvement initiatives across multiple healthcare systems, I witnessed firsthand how small operational changes could lead to significant improvements in patient flow and staff satisfaction. These experiences shaped my understanding of the interconnected factors driving wait times in emergency care. I’ve observed that the most successful interventions share three common threads:

  1. Leadership Commitment: Executive sponsorship ensures initiatives are prioritized and resourced appropriately.
  2. Frontline Staff Engagement: Empowering nurses, physicians, and support staff to co-create solutions fosters ownership and sustainability.
  3. Continuous Improvement Culture: ED performance must be monitored, and interventions adjusted based on real-time feedback.

One example I encountered was the implementation of a discharge lounge at a mid-sized hospital. The space, staffed by nurses, allowed patients cleared for discharge to wait comfortably while final paperwork and transportation arrangements were completed. This intervention reduced bed occupancy times and improved overall ED throughput.

The Road Ahead Sarah’s story isn’t just about one mother’s anxious night in an overcrowded waiting room—it’s a reflection of a healthcare system straining under immense pressure. Every delayed diagnosis, every frustrated patient, and every overburdened healthcare worker is part of this narrative.

Addressing ED wait times isn’t about quick fixes—it’s about reimagining how we design, staff, and operate our emergency departments. Hospitals, architects, policymakers, and communities must collaborate to implement sustainable, thoughtful solutions that put patients and providers at the center.

The time to act isn’t tomorrow—it’s now. For Sarah, her child, and the countless others who walk through those ED doors every day.

Being Present

‘Tis the season to pause and reflect on what truly matters. Here at the Symposium, we believe in the power of being present—not just in our work, but in our personal lives too. This December, let’s all make a conscious effort to be more mindful and truly connect with those around us.

In our busy lives, it’s easy to get swept up in the hustle and bustle. But the holidays give us a special chance to slow down and savor the moments. Whether it’s sharing a meal, having a heartfelt conversation, or simply enjoying each other’s company, being present means giving our full attention to these precious times.

Mindfulness can be a game-changer. Simple practices like deep breathing, meditation, or even a quiet walk can help us stay grounded and focused on the here and now. These small acts can reduce stress and enhance our well-being, making our interactions with loved ones even more meaningful. Let’s try to weave mindfulness into our daily routines this holiday season. I have been trying to get outside each day and be sure to take deep breaths of the fresh air, look around at nature and feel the ground below me. Even if it’s just 5 minutes it can be a game changer.

The holidays are all about relationships. It’s a time to reach out, listen, and engage with family, friends, and colleagues. A genuine conversation or a shared experience can create lasting memories and strengthen our bonds. Let’s make an effort to connect on a deeper level with those we care about. Two of my cousins and all their kids come to visit each summer and Christmas and I make spending as much time with them as possible a priority. I grew up with them and want to be a part of their kids lives so I make sure I show up when it’s possible.

Balancing work and personal life can be tough, especially during the holidays. It’s important to set boundaries and prioritize self-care. Remember, taking care of yourself helps you be more present and effective in all areas of your life. Don’t be afraid to delegate tasks, take breaks, and do things that bring you joy. My mother was a school teacher so she was always off over the holidays and I don’t remember my father ever working that week.  While it was a time of big family celebrations, it was also a time of everyone on the couch watching movies or off to the city to explore bookstore and buy new music (you know before every song was on your phone at your fingertips). I have kept up that tradition as an adult.  Actually, December 26th is my favourite day of the year – I stay in my pajamas, watch old movies, enjoy the leftovers and just relax. I probably need to do that more than once a year!

As we head into the new year, let’s carry the lessons of presence and mindfulness with us. By being more present, we can enrich our relationships, improve our well-being, and create a more balanced life.

Wishing you a joyful, peaceful, and present holiday season.

Unsung Heroes: The Insights of Non-Clinical Staff

Input from operational roles is crucial for hospital expansion projects. They have great ideas because they see and affect everything.

By Angela Kolosky
AIA, ACHA, NCARB, LEED AP BD+C
Associate Principal, Healthcare Planning Market Leader

I recently spent time with a family member in the hospital. I was impressed with the doctors and nurses who provided excellent clinical care. But the people I remember the most are the environmental services techs who diligently tended to the room each day. Always with a smile, they would quietly enter the space, ensure all areas were orderly and clean, check that everything was going okay, and efficiently move on to the next room.

Daily room cleanings are critical to ensure patient safety, especially at Washington Hospital’s inpatient units

When you think about the “money makers” in a hospital, departments like surgery come to mind first. Practicalities are paramount in these spaces: do they have enough storage, supplies, and so on. But so much of surgery room performance is driven by people who aren’t the surgeons and nurses. They’re the ones who resolve how quickly a room can be cleaned and turned over. The ones who process used instruments, move supplies to sterile storage rooms, and keep the systems running optimally. The people who pick up trash and launder scrubs.

Processing time of instruments is crucial to surgical throughput at SOMC’s Sterile Processing Department

Heroes of the hospital

I call these people the unsung heroes of the hospital – the departments most patients and visitors don’t immediately think of, such as environmental services, facilities, materials management, nutrition services, sterile processing, laboratory services, and all the other staff in a busy healthcare environment. The ones helping it hum without interruption.

Their input on the operations of a hospital is a critical aspect of successful design. Whenever I get a chance to engage with these experts, I’m reminded of how much they influence workflow. What they perceive as day-to-day efficiency can influence design throughout the facility, like placing linen hampers and cabinets near the entrance of a patient room, so they can empty and resupply with minimal disruption to the patient. Small moments like this can have huge impacts on the satisfaction of patients and staff – and can be missed if we don’t include their voices early on in a project.

Big projects, big impact

Without this input on large projects or new tower additions, support service spaces can easily be underestimated and undersized. These spaces are just as dependent on patient volumes as are operating rooms and inpatient beds. Early discussions about how these areas can be right sized for future growth and appropriate placement (it’s never fun to relocate landlocked operations, like nutrition services) will save the project time and money when coordinated early.

Whenever we start a project, we bring these varied groups together to leverage all they know about supporting patient and staff safety, reducing waste and steps, and creating higher-performing spaces. One example: Our in-place renovation of Allegheny General Hospital’s new Level 1 Trauma center. Engagement from stakeholders across the facility was crucial for project success, both during construction and implementation.

At the beginning of the project, stakeholders were asked to look for success within their own services as well as their counterparts. This led to rethinking the structure of staff stations to support visibility and collaboration amongst all team members as well as strategic locations of support rooms to allow the ED to flex during various volumes without isolating support staff or creating long walks.

There’s a saying I like: “If you want to go fast, go alone; if you want to go far, go with a team.” Designing a hospital requires the input of all its team members, especially from the support services who keep the place running every day.

Keeping Austin Great! 

Wow, what an incredible few days we had at the 2024 Healthcare Facilities Symposium & Expo in Austin! I’m still buzzing from all the amazing experiences and connections that were made.

From the moment we kicked things off, the energy was just electric. Our attendees from all over the country, each bringing their unique perspectives and expertise. It was truly inspiring to see such a diverse group come together with a shared passion for improving healthcare environments.

The keynote speakers this year were absolutely phenomenal. Dr. Esmaeil Porsa opened our eyes to a segment of the population we don’t often think about and challenged the audience to “be curious” a theme that carried through the event. Dan Chuparkoff took the big bad subject of AI and simplified it, explained it and presented many ways it can help us all be more productive and creative.  Tama Duffy Day closed out by nudging us all to use the power of design to change the world and to positively affect healing and promote well-being.

Walking through the expo floor was like stepping into the future. The latest innovations in medical equipment and sustainable building materials were on full display, and it was clear that our industry partners are pushing the boundaries of what’s possible. I was especially thrilled to see so many solutions aimed at enhancing patient experience and improving outcomes.

The sessions were another highlight. We tackled everything from retrofitting aging facilities to the latest trends in pediatric and oncology design. These sessions were not just informative but also highly interactive, fostering a real sense of collaboration and shared problem-solving.

But honestly, what made this year’s symposium truly special was the sense of community. Whether it was during the formal networking events or the more casual meet-ups, there was a genuine spirit of camaraderie and the exchange of ideas. It reminded me that at the core of our work is a collective commitment to making healthcare environments better for everyone.

As we look ahead, I’m confident that the insights and connections we gained in Austin will propel us forward. I’m already counting down the days to next year’s event in San Diego and can’t wait to see what we’ll achieve together.

A huge thank you to everyone who attended, presented, and exhibited. You all made this year’s Symposium an unforgettable experience.

Jenabeth Ferguson
Vice President, Symposium Director
Healthcare Facilities Symposium & Expo

P.S. Have a thought about the Symposium? Please feel free to contact me at any time at [email protected].

Building Healthier Communities: Milwaukee’s Outreach Community Health Center Expansion Emphasizes Wellness in Every Step of its Sleek, Modern Design

From a volunteer effort providing healthcare to Milwaukee’s homeless population to the full range of primary and behavioral health services available today, the Outreach Community Health Center has decades of experience providing accessible and affordable healthcare to the Greater Milwaukee area. This continuous growth and program expansion created a need for a physical expansion of its existing 210 W. Capitol Drive location.

The new 52,000-square-foot addition to Milwaukee’s Outreach Community Health Center (OCHC) opened in October 2023. The five-story addition connects directly to three floors of the original structure to facilitate a natural and convenient flow of foot traffic for its visitors and staff.

Outreach Community Health Centers, Continuum Architects + Planners – Aria Slim in Shelby Blend (Milwaukee, WI)

OCHC’s goal of providing holistic healthcare to people experiencing homelessness, extreme poverty, and lack of insurance coverage means that accessibility is central to its approach. The recent expansion has allowed OCHC to consolidate all of its services in one central location so that those in need can receive primary care, dental care, and mental health services on-site. OCHC works closely with other social services and provides culturally sensitive care and language assistance to their patients.

As the first WELL-certified building in the state of Wisconsin, the OCHC was built as a physical environment designed to enhance human health through deliberate design. This was achieved through a variety of different ways, including making the space easily navigable with a modern and natural design. An abundance of living greenery and natural light was utilized to enhance visitors’ sense of mental well-being.

Wanting to incorporate natural and modern patterns of wood, stone, and accent colors led Continuum Architects to Echelon Masonry, the masonry brand of Oldcastle APG. Echelon Masonry’s Aria Slim Full-Depth Veneer™ was chosen for both its color and shape. Unlike a typical 8-inch brick, the 36-inch long Aria Slim creates long lines that give a clean and modern impression to the building. Echelon provided a custom color for the units to complement the existing structure and bring in a sense of nature with earth-tone blends. The result is a modern look that avoids the stark and clinical atmosphere commonly found in the healthcare setting.

Falamak Nourzad, co-founder and design principal of Continuum Architects who worked on the OCHC expansion, said “We are in a modern era; we should exude this century and bring masonry into modernity with size and slim profiles like Aria. Modernity means not using stark plain veneer, but rather bringing a sleek and modern feel to traditional brick buildings with modern colors tastefully matching the existing building. We are super appreciative of the Aria Slim line. Masons need to understand and not shy away from modern lines that are value-engineered to streamline projects and costs.”

Sustainability was also a major consideration in the design. Durability, sustainability, and maintenance were carefully considered when selecting materials in order to ensure that the resulting addition was environmentally friendly. Other sustainability aspects include a solar array on the roof, bioswales, green space, a green roofing system, and an underground stormwater containment system.

The OCHC has been recognized for excellence in construction, winning The Daily Reporter’s Top Projects. The Top Projects Award recognizes high-profile construction projects in Wisconsin. It was judged based on its impact on the community, challenges, scope, teamwork, and innovative building techniques.

Arteaga Construction, with project lead Anthony Arteaga, said his crew was impressed at the minimal amount of breakage onsite. “The Aria pallets were stacked cleanly and the color blend was consistent, so we could intuitively just grab from a couple of pallets and lay in the wall.” He noted there was also minimal time blending in the field. “Aria dimensions were true – no warping or bending that can be typical to the manufacturing process of clay brick,” he added. This made labor and meeting the timeline much easier.

The Outreach Community Health Center not only provides health care but also promotes healthy living through its design for everyone who walks through its doors. This new expansion will allow the center to continue its positive growth as it is able to expand and improve programs to help the residents of Milwaukee.

Learn more about Echelon , a brand of Oldcastle APG, at www.EchelonMasonry.com. For more about Continuum Architects visit continuumarchitects.com.

Outreach Community Health Centers, Continuum Architects + Planners – Aria Slim in Shelby Blend (Milwaukee, WI)

2024 HEALTHCARE FACILITIES SYMPOSIUM & EXPO ANNOUNCES DOUBLE DIGIT ATTENDANCE GROWTH OVER 2023 AND RECORD NUMBER OF EXHIBITORS

Media Contact:
Sophia Lapat 212.203.6536
[email protected]

Attendees Enjoyed Exhibitor Innovations, Inspiring Keynotes, Engaging Sessions by Industry Leaders & Networking Connections September 24-26, 2024

Austin, TX (October 2, 2024)– On September 24-26, thousands of manufacturers, architects, designers, engineers, contractors and healthcare leaders united at the Austin Convention Center for the 37th annual Healthcare Facilities Symposium and Expo, one of the country’s largest shows dedicated to healthcare design and facilities. The event was jam-packed with awe-inspiring programming including three Keynote Presentations and 60+ Conference Sessions featuring industry leaders, the latest innovations from 100+ Exhibitors in the Expo Hall and Networking Events, Symposium Distinction Awards, Facility Tours and much more.

“Gathering healthcare visionaries, partners, sponsors and exhibitors in one place, the Healthcare Facilities Symposium and Expo is where innovation meets collaboration, paving the way for a future of improved patient care, sustainable design, and cutting-edge healthcare solutions for facilities worldwide.” said Jenabeth Ferguson, Vice President, Symposium Director. “It’s an exciting time in healthcare design and we look forward to see what the future holds for HFSE in 2025!”

Conference Sessions and Keynotes

The Symposium featured three days of 60+ educational and insightful sessions, case-studies and panels meant to inspire and improve current and future healthcare facilities. The sessions spanned multiple topics including Pediatrics, Safety, AI in healthcare, Behavioral Health, and Sustainability that are making an impact on the healthcare industry.

 

The ever-popular Keynotes included  Dr. Esmaeil Porsa, President and Chief Executive Officer for Harris Health System, Dan Chuparkoff, Innovation & A.I. Expert, and Tama Duffy Day, FACHE, FIIDA, FASID, LEED AP, FwA, Principal, Gensler. This year’s Symposium Keynotes offered meaningful insight into the defining trends that impact the healthcare facilities industry including the effects of Mass Incarceration on Population Health, AI in Healthcare, and the importance of design in healthcare and wellness.

“Working in and with leaders in the healthcare sector where all of us are challenged with limited resources, time spent anywhere has to deliver an ROI. If you want a conference where you can connect with large groups of your clients, potential clients, partners, and other vendors to learn about what is coming to stay in front of the future, there is no better event than HFSE.  I look forward to attending my 9th HFSE in San Diego and highly recommend it to all our partners.” –Lisa FeeleyCSSMBB, IMEG | East Coast Business Development

 

“I have found so much value in attending and speaking at HFSE over the years as the variety of attendees are incredibly knowledgeable, experienced and engaged. Participating in sharing experiences on such a broad range of topics creates synergy for innovation and connection for years to come. I also find that the personal connections created each year develop over time and turn the conference into a backdrop for much reuniting and reconnection.”- Jodi Fernandez, EDAC, Regional BD Manager, Smith Seckman Reid, Inc.

 

Expo Hall

The Expo Hall showcased the most innovative products and services in the healthcare facilities industry from 100+ top manufacturers and solution providers. Many exhibitors launched new products at HFSE, getting in front of important decision makers from healthcare facilities, architecture and design firms. The Expo Floor also featured two Design Solutions Theaters where the design team galleries came alive with 15 minute mini-presentations by leading architectural firms.

 

“The turnout was exceptional!  We will be back next year.”- Mark Tott, Sales Director/Partner, Skyline Glass

 

“We enjoyed our time in Austin. HFSE is one of the best run shows we have participated in.” –  Dave Stumpfig, President, MedViron

 

“Wow!  What an event. I am so happy that we participated!  It’s a completely different vibe than other conferences I’ve been to.  Everyone was very open to having discussions and honest feedback.” – Karen Schlanger, National Accounts Partnership Development/Healthcare, The Garland Company, Inc. 

 

Symposium Distinction Awards

The annual program recognized design teams, projects and individuals who have made a profound contribution to the healthcare design industry. In addition, it recognized the best and most innovative new products within the healthcare design & construction industry. This year’s winners included:

Team Award: Children’s Wisconsin – Skywalk Building, The Boldt Group, User-Centered Award: Malone Family Tower, Perkins+Will, Adaptive Reuse Award: Cooper University Health Care – Moorestown Campus, Array Architects, Individual Award: Dave Redemske, HDR, George Pressler Under 40 Award: Judith Kanera, HDR, Product Awards: Most Innovative-Cove, DIRTT and HKS, Most Sustainable-Lotus Casegoods Collection, Stance Healthcare, Architect’s Choice-Cove DIRTT and HKS.

 

Raffle and Charity Partner

The Healthcare Facilities Symposium and Expo has a long history of selecting charitable organizations each year, holding a raffle onsite and donating the proceeds to that charitable organization. What started as a small endeavor has grown to a highlight of the annual event with diverse organizations across the country benefitting from the HFSE community’s generosity. Since 2006, HFSE has donated over $200,000 to various charitable organizations. The Raffle continues to be a favorite event for attendees and this year’s beneficiary was Hope Totes, a non-profit based in Austin, TX! Their mission; to deliver hope to every child entering foster care or emergency shelters. They seek to demonstrate to every child that someone does care about them by ensuring they are not dropped at the doorstep with a small trash bag of belongings. Instead, they are given a tote full of hope and love.

“For every Child, Inc. has a waiting list of shelters and safe houses who have requested totes form our ‘Hope Totes’ program.  We are so thrilled to be the charity benefiting from the 2024 Healthcare Facilities Symposium because this donation will allow us to start providing our totes to another Austin area shelter.” Julie Petrovic, For Every Child, Inc.

Emerging Leaders

The Healthcare Facilities Symposium and Expo’s Emerging Leaders Scholarship Program started in 2023 and gives recognition to individuals with less than 10 years (non-consecutive) of experience in healthcare design and construction including research and/or education. 35 Emerging Leaders attended the 2024 edition in Austin, TX and participated in all activities surrounding the event.

 

For more information about the 2025 Healthcare Facilities Symposium & Expo taking place in San Diego, CA (September 23-25, 2025), visit www.hcarefacilities.com.

 

ABOUT

The mission of the Healthcare Facilities Symposium and Expo is to create a multi-disciplinary environment that inspires you to evoke change and the advancement of a better delivery of healthcare through the physical space. Competitors, clients, and colleagues come together as friends to collaborate, share research, hear fresh perspectives and participate in the ever-changing conversation of your industry.

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HEALTHCARE FACILITIES SYMPOSIUM AND EXPO ANNOUNCES SYMPOSIUM DISTINCTION AWARD WINNERS

Media Contact:
Sophia Lapat 212.203.6536
[email protected]

HEALTHCARE FACILITIES SYMPOSIUM AND EXPO ANNOUNCES SYMPOSIUM DISTINCTION AWARD WINNERS

Eight Award Recipients Selected by Industry Leaders

Austin, TX  (September 24, 2024) –The Healthcare Facilities Symposium and Expo, one of the country’s largest and leading shows dedicated to healthcare design and facilities, announces the prestigious winners of its 2024 Symposium Distinction Awards. The annual program recognizes design teams, projects and individuals who have made a profound contribution to the healthcare design industry. The program accepts submissions of all types and sizes of patient care-related facilities. In addition, it recognizes the best and most innovative new products within the healthcare design and construction industry. A total of eight awards were announced during a lunch celebration on Tuesday, September 24.

“The Symposium Distinction Awards honor and recognize individuals, teams, projects and products making a difference in our industry,” said Jenabeth Ferguson, Vice President, Symposium Director. “Our esteemed team of judges have an important job evaluating submissions to choose this year’s winners and weare thrilled to honor the winners with a celebratory luncheon among their peers.”

 

Team Award
The Team Award focuses on a project team that has worked together to change the face of healthcare design through innovation, creativity, efficiency and teamwork.

Winner: Children’s Wisconsin – Skywalk Building, The Boldt Group

 

User-Centered Award
The User-Centered Award recognizes a healthcare design project or facility that best reflects and balances the requirements of patients, their family and practitioners.

 

Winner: Malone Family Tower, Perkins+Will

 

Adaptive Reuse Award
The Adaptive Reuse Award recognizes a healthcare design project that creatively achieved the reuse of an existing structure or space originally used for another purpose.

Winner: Cooper University Health Care – Moorestown Campus, Array Architects

 

Individual Award
The Individual Award seeks to distinguish a professional in the fields of healthcare planning, design, construction and operations that have displayed leadership and vision over a significant period of their career. This award looks to recognize an individual whose passion and driven their organizations or project teams to enhance the healing environment and a way above and beyond.

Winner: Dave Redemske, HDR

George Pressler Under 40 Award 
The George Pressler Under 40 Award seeks the next generation of leaders within the fields of healthcare planning, design, construction and operations. The George Pressler Award recognizes a young professional who has demonstrated leadership and vision within their organization or project teams.

 

Winner: Judith Kanera, HDR

 

Product Awards

The Product Awards recognize innovative new products that contribute to the enrichment of a healing environment through their unique design and operational support.

 

Product Award Categories
Awards will be presented to those outstanding new products whose unique design contributes to the enrichment of a healing environment in each of the following product categories:

 

Most Innovative

Winner: Cove, DIRTT and HKS

 

Most Sustainable

Winner: Lotus Casegoods Collection, Stance Healthcare

 

Architect’s Choice

Winner: Cove DIRTT and HKS

 

For more information about the Symposium Distinction Awards, please visit www.hcarefacilities.com

 

ABOUT

The mission of the Healthcare Facilities Symposium and Expo is to create a multi-disciplinary environment that inspires you to evoke change and the advancement of a better delivery of healthcare through the physical space. Competitors, clients, and colleagues come together as friends to collaborate, share research, hear fresh perspectives and participate in the ever-changing conversation of your industry.

 

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Taking care of the caregivers

By: Jamie Raymond, EDAC, RID, LEED AP
Partner, Four Point Design

August is National Wellness Month, and when it comes to improving community health and wellness, caregivers play a critical role. Firms that provide architecture and interior design services for healthcare facilities should prioritize creating environments that not only consider the patient experience, but that support and enhance the wellbeing of caregivers, as well.

Inspired by personal experiences

Since its founding in 2015, Four Point Design has specialized in interior design for healthcare facilities. The firm’s partners each have unique perspectives they bring to their work—insights gained not just from past projects, but from experiences as users of the healthcare system interacting with caregivers.

For Four Point Design partner Jamie Raymond, one of her formative experiences happened when she was just 19 years old. Her mother was diagnosed with cancer, requiring a 12-hour brain surgery.

“It was traumatizing, so there’s a lot I don’t remember,” Raymond said. “I remember waiting in the lounge, but can’t really recall the color of the walls, the lighting levels, or the artwork. What I do remember was the care my mother received and the communication from the caregivers. Today, as a designer, I see the built environment as a backdrop—a supporting element that gives caregivers the tools to do their best work and allows patients and their loved ones to focus on healing.”

Victoria Numbers, partner at Four Point Design, also has firsthand knowledge of the healthcare experience. Her mother was an intensive care nurse for 30 years. And when Numbers had her first son, Numbers spent two weeks in the hospital, and then her new baby was in the neonatal intensive care unit for a month. She recalls breaking down and not wanting to leave the NICU late one evening.

“One of the nurses gently came over and said, ‘Don’t worry, I’ll move over to this charting station that’s right here at his window, and I’ll look after him all night; I’ll hold him,’” Numbers said. “She just put me at ease, and I gained a whole new appreciation for what caregivers do. Caregivers are with us when we’re at our most vulnerable. They not only care for your body or your family members; they also care for the whole person and their emotional wellbeing.”

Creating spaces for work and rest

Today, the team looks for any opportunity to make nurses’ jobs easier and improve their experience. For example, considering efficiencies and ergonomics helps create nurse stations that are functional and thoughtfully designed. Light-filled staff suites with amenities and a variety of comfortable seating give caregivers a place to refresh and recharge.

“The level of commitment and passion it takes to be a healthcare worker inspires me to do my best work for them,” Raymond added.

Designing schools of nursing that attract and retain

Another way to support the wellness of caregivers is to address the need for nurses and health professionals. Talent shortages put stress and strain on the existing workforce, and as aging Baby Boomers need more care, the need for Registered Nurses will only increase.

Four Point Design has experience in multiple schools of nursing, bringing real-world healthcare experience to educational spaces that provide flexibility, thoughtful adjacencies, and durable finishes. For example, Indiana University’s renovated School of Nursing facility in Indianapolis expands the size of the school to accommodate more nursing students with spaces like a new skills lab; simulation, debrief, and practice exam rooms; and informal learning spaces.

“Caregivers play a critical role in our society, and a welcoming environment can both celebrate that impact and fuel schools’ retention efforts,” said Four Point Design partner Diana Ricks. “Through our school of nursing projects, we incorporate thoughtful touches such as graphics that celebrate the rich history of nursing schools and ‘Instagrammable’ backdrops for graduation photos. These features foster a sense of pride among students.”

Whether it’s being mindful of and grateful for our own experiences with caregivers, being thoughtful to design and construction solutions, or encouraging the next generation to enter the nursing profession, we all have a role to play in taking care of the caregivers.

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