Conference By Day
The Design Institute for Health, a collaboration between Dell Medical School and the College of Fine Arts at The University of Texas at Austin, embeds design thinking into the cultural fabric of Dell Medical School, enabling unprecedented innovation in an academic health environment. Design thinking is a way to solve problems by approaching them from a new, more human perspective. It is particularly useful in moving past legacy approaches to address complex challenges, like our health system. Embedded in teams across Dell Med, the Design Institute opens up new ideas and creates nimble implementations that demonstrate a new way forward.
The Design Institute’s space is uncommon to academic medical environments. Designed to support the tools, processes, and rapid pace of design-led work, the studio’s open office concept is reconfigurable to adapt one space to many activities of work. There are no private offices and square footage is dedicated to project spaces and collaborative work areas where cross-disciplinary teams of internal faculty and staff and external partners will design together. Attendees will get a chance to see the studio, work that features design methodology, and a tour of the adjacent clinical facilities.
Dell Childrens Medical Center of Central Texas is proud to be the first hospital in the world to earn platinum certification from the U.S. Green Building Council for outstanding Leadership in Energy and Environmental Design (LEED). This designation means that they have exceeded environmental standards in five areas: sustainable site development, water savings, energy efficiency, selection of materials and resources and indoor environmental quality.
When Dell Childrens Medical Center broke ground on the Robert Mueller Development site in 2004, the Seton Family of Hospitals had a vision of creating a green hospital that would set new standards. Over the last several years, world-renowned medical professionals, architects, environmentalists and elected officials have toured Dell Childrens to learn what it takes to build and operate a LEED certified hospital. HFSE attendees will get the same chance during this tour.
Principal, SOSHL Studio
Join us to kick off your 2017 Symposium with our opening ceremonies and keynote. Marika Shioiri-Clark will inspire you and motivate you to push yourself.
Marika Shioiri-Clark is a thoroughly modern personification of think global, act local. A designer and architect, she works under the auspices of SOSHL Studio with organizations like the Nike Foundation in Nigeria and Ethiopia and IDEO.org and DFID in India. She also works on neighborhood development and creative placemaking in the Hingetown neighborhood of Cleveland, Ohio, where she lives in an old firehouse that still has three poles. Marika cut her teeth helping to design the acclaimed Butaro Hospital in northern Rwanda, as a co-founder of MASS Design Group, in collaboration with Partners in Health. The hospital has repeatedly been written up in The New York Times and identified as a game changer in architecture and design globally. Not bad for your first project out of (or, actually, still in) design school.
Like her designs, Marikas delivery in front of an audience is remarkably humble and human-centered. Shes one of those rare geniuses who somehow makes everyone else feel smart. But dont expect a pushover; Marika is refreshingly unafraid of intellectual debate and fierce about the future of design.
Throughout the event, a visual translator will capture the ideas, conversations and highlights of our conference in a unique and powerful graphic format called Visual Translation. Come and see our ideas take shape.
This special feature is brought to you by:
A01: Building Healing Environments: A Clinical and Operational Town Hall Discussion on Construction Cross Contamination Risks and the Impact on the Patient Population
Hospital CEO, Texas Center for Infectious Disease
Executive Director for The Linders Health Institute, President and CEO Philders Group Intl Inc
Director Planning, Design and Construction, Parkland Health and Hospital System
The purpose of this session is to address the serious issue of Infection Control Risk Assessment as it pertains to the professional working in the healthcare environment. Attendees will learn about the various high risk quadrants in the hospital setting, vulnerable patient populations, and employee exposure risks during real work time in construction. After the presentation, the audience will be encouraged to participate, share, ask opinions of the SME (subject matter expert) panelists about their projects, experiences on projects, risk assessments, best practices and any area of concern.
1. Learn how the modified Joint Commission inspections and NFPA Code updates are affecting compliance.
2. Understand the importance of integrating operational, clinical and project development teams for overall facility construction safety.
3. Case study example illustrating the importance of communication and construction sequencing.
4. Eliminate information silos and foster team engagement. Who should participate in the Environment of Care discussions?
Research Fellow, Patient and Family Advisory Council Co-Chair, The MetroHealth System
Program Coordinator - Office of Patient Experience, The MetroHealth System
Director, Transformation Operations and Transition, The MetroHealth System
Architect and Researcher, HKS, Inc.
With the sponsorship and assistance from the hospital's Patient Advisory Council and Patient Experience Office, MetroHealth embarked on the construction of their new Critical Care Pavilion with one primary goal in mind, an excellent patient experience. Patients and family members of the hospital's critical care units joined the project's planning and programming team at the project's kick off meeting and remained involved throughout the design, construction, occupancy and post occupancy review phases of the new pavilion construction effort. An overview of the Patient Advisory Council, the recruitment and selection process of patients and family members, the tools and techniques that were used during the project, examples of the team's contributions and key responses that reflect that through the collective efforts of the patients, family members and staff, MetroHealth achieved its goal of creating an excellent patient experience.
1. Provide an overview of patient advisory councils and the patient and family member identification and selection process.
2. Introduce tools and techniques that can be used to incorporate patients and family members into the programming and design of new environments
3. Share observations of how guiding principles were defined and how ideas, questions and concerns were discussed and addressed throughout the project
4. Provide examples of the roles the patients and family members played during the activation and post occupancy phases of the project.
Senior Project Engineer, Affiliated Engineers, Inc.
Project Director, The Walsh Group - Walsh Construction & Archer Western
Program Director, Capital Projects, University of Texas Medical Branch
In 2008, Hurricane Ike caused massive flooding at the University of Texas Medical Branch (UTMB) in Galveston, affecting more than a million square feet and significantly damaging major utility systems. The district heating and cooling system remained submerged in salt water for several weeks, sustaining permanent and extensive damage. Rather than replace in kind, UTMB decided to protect utility sources by elevating boilers and chillers or protecting them with floodwalls. This work includes: building conversions from steam to hot water, building tie-ins (without interrupting operations), a new thermal distribution loop, demolition of old systems and replacement with new systems. Over 50 buildings are involved. Come hear how UTMB, with the help of its partners, are simultaneously optimizing capital investment and operational spending with resiliency and efficiency, to thrive as well as survive on this coastal island.
1. Learn how to maintain clinical, research and educational operations while conducting major infrastructure upgrades.
2. Determine how to balance the short and long term operational needs with the capital realities, when the unexpected happens.
3. Hear about the communication and planning required to keep the high volume of students, teachers, doctors, patients and project workers all safe.
4. Understand the major challenges and lessons learned, when you have to quickly begin implementing critical and invasive infrastructure projects.
Senior Director, Planning & Construction, Sanford Health
With 380 beds and 1 million square feet, the new Sanford Medical Center is one of the top-10 largest healthcare construction projects in the nation. During this session, you will learn about smart design solutions focused on putting patients first, and the innovative use of technologies to drive efficiency, safety, and patient experience. You will also hear about the concept of an on-stage and off-stage environment and how it has been applied to every aspect of hospital operations. For example, a building separate from the main medical center serves as the Central Energy Plant for the campus, and is connected to the main building via an underground tunnel. In addition to providing the main building with utilities, the energy center is the primary entry point for supplies needed by the medical center, of which many are transported through a pneumatic tube system. The session will also provide lessons learned from the five year construction project.
2. Evaluate the concept of on-stage and off-stage healthcare environment and how it impacts hospital operations.
3. Research ways design and technology can improve patient experience.
4. Assess lessons learned from the five year construction project.
President, JumpGarden Consulting, LLC
Senior Vice President, Ancillary Services, Kettering Health Network
In this age of declining resources and evolving care delivery models, healthcare providers are grappling with how to make the best long-term facility investments to advance their strategic goals and manage risk. This session will review the major healthcare trends, such as payment models, demographic shifts, technological advances, personalized health and others, that affect facility planning and feature how careful master planning can allow incremental change and growth through renovation and expansion without limiting future options in uncertain times. A case study will highlight how one major healthcare system has incorporated these values into their planning, highlighting both the successes and failures of planning on their campuses. The session will include a checklist of issues to be considered when evaluating a prospective project including the principles of adaptability, convertibility and expandability.
2. Understand how adaptability, convertibility and expandability can provide facility future-proofing.
3. Evaluate design strategies that can readily incorporate change.
4. Review a client’s master planning case study highlighting successes and failures.
Clinical Manager, Blue Cottage Consulting, Inc.
Director of Operations & Outpatient Service Excellence, Texas Health Huguley Hospital
Lean budgets, limited resources and the need to improve performance are constant challenges in healthcare. Outdated designs and care models, and pressure to improve quality, drive strategic decisions to build or expand. Innovation is required to optimize operations, improve care, and drive service excellence. This session focuses on a hospital transition using innovative “future-thinking” workshops to enhance collaboration and improve operational models. Tool kit examples will be shared including “speed dating,” workflow sessions, and “showcase” events to build teams, engage stakeholders and overcome resistance. The participant will hear lessons learned about the critical timing of training and how a collaborative environment brought teams together starting day one to integrate disparate service lines, streamline experience, and expand strategies to address ongoing improvements. Strategies for developing innovative work sessions of your own will conclude the discussion.
2. Describe collaborative strategies to engage and build consensus for improving operational models.
3. Illustrate the tools and techniques used to build a collaborative environment and address ongoing operational improvement needs.
4. Explain the importance of re-imagined process flows in collaboration with facility design.
Vice President for Nursing Transformation and Innovation, NYU Langone Medical Center
Project Manager, HTS, Inc.
Chief Operating Officer/VP Transition Planning, HTS Inc
The time from Design Development to the Activation of a new facility can be a span of many years. During this time the original basis of design and the final product have modifications that impact operations due to changes in state code, value engineering, etc. After working with 31 facilities across the country, a strategic approach based on best practices, common themes, and lessons learned has been developed and can contribute to improved use of the healing environments as they were intended in the design. Aspects of modern facility design requires a detailed analysis of operations to ensure efficient functionality in the new space. Representatives from impacted departments attend large, clinician-led workflow events to create an efficient, patient-centered plan for future state operations. NYU Langone Medical Center used this approach when planning operations for their new 18-story addition and will describe their journey and lessons learned in operations workflow redesign.
1. Describe strategic methods used to approach workflow planning for a new facility
2. Describe the impact of hospital design attributes on future state operations planning
3. Understand the benefits of workflow redesign when planning the opening of a new healthcare facility
4. Describe lessons learned and best practices from workflow redesign from NYU Langone Medical Center
10:00 AM - 10:30 AM
NOAH Board President Todd Frazier, Conference Co-Chairs, NOAH Board
10:30 AM - 11:00 AM
Arts in Health: Philanthropy
Report from Grantmakers for the Arts’ Thought Leaders Forum on Arts in Medicine
Senior Vice President, Bon Secours Health System, Inc.
Chief Executive Officer, Real Estate Strategies, Inc.
Director of Business Development, Hoar Construction
In this highly interactive and visually rich session, the speakers will showcase the power of big data, predictive analytics, and integrated partnerships for creating, approving, and implementing Ambulatory Network Strategic Plans before opportunities disappear. The audience will be immersed in a case study highlighting Bon Secours Health System’s journey from Strategy Creation and Approval through Site Selection, Design & Construction.
Imagine utilizing predictive analytics and interactive mapping to quickly identify unsaturated market areas full of unmet patient demand, overlaying ideal payer mix projections, and forecasting the future financial success of new location long before a site has even been identified.
This session is intended for Healthcare Executives, Strategic Network Planners, Architects, Contractors, Program Managers, and anyone else interested in seeing the latest innovations and best practices in Strategic Planning, Site Selection, Design, & Construction.
1. Can best practices from retail or other industries, including the use of “big data” and predictive analytics, be applied to Ambulatory Network Strategic Planning?
2. What is the best way to build the confidence and consensus necessary for investment approval so expansion including Site Selection, Design, & Construction activities can commence?
3. What innovative construction tools and techniques can help providers capitalize on opportunities with greater speed to market and increased consistency in meeting project cost targets.
4. How can the various 3rd party partners across the spectrum of needs be seamlessly integrated in a way that creates efficient ambulatory networks and facilities of the future?
5. How can I elevate my strategic acumen to introduce innovative tools and techniques to help systems achieve their mission and deliver more convenient care to their community?
Executive Director, Construction Compliance and Business Diversity, University of Chicago Medicine
Director of Operations, Executive, Leopardo Companies Inc
Project Executive, Gilbane Building Company
3 projects are presented to illustrate one institution’s journey to better decision making, team member respect/collaboration and achieving desired, predictable outcomes. 3 projects, $150 million, 24 months: an off-campus state of the art Medical Office Building, an on-campus (but off-stage) repurpose of a parking garage shell space to a level 1 trauma center and a massive shell space fit-out conversion to patient bed floors in a fully functioning vertically oriented replacement hospital. During the course of 24 months, the University of Chicago Medicine has gone from IPD “like” project delivery to a very real, Lean, integrated project decision making environment that leveraged lean principals while retaining key past practices to insure that project success can be measured in the following ways: team collaboration, timely decision making, quality outcomes, schedule achievement, cost containment, and diversity/inclusion of the work force.
2. Leverage Lean principles and practices across the PDC project spectrum – why you have to honest about decisions and direction
3. Effecting schedule compression without team member “casualties” or going bankrupt
4. Project Life in the Big Room – why a central team space is essential to collaborative, integrated success
Nurse Administrator, RN MAOM, Intermountain Healthcare, Alta View Hospital
Regional Healthcare Practice Leader, Associate Principal, Perkins+Will
Senior Healthcare Operational Planner, Senior Associate, Perkins+Will
Intermountain Alta View Hospital located in Sandy, Utah has provided personable, family-oriented care since 1982. The Hospital faced mounting competition and a declining census when it was integrated into the Intermountain Healthcare System. The Hospital engaged Perkins+Will to reimagine the campus, at the time a 71-bed facility with three decades of expansions, by strategically aligning operations and facilities. Utilizing a Lean process, diverse stakeholders were brought together to reimagine the campus as a satellite hospital with greatly expanded outpatient services and redefined inpatient services. The Hospital is now positioned to provide exceptional care for its local populations while adapting to the shared accountability environment by serving as an outpost for a larger regional medical center in the System. This session will describe the Lean, integrated operational and facility planning that resulted in this successful, supported new vision for the Hospital.
2. Transform a community hospital within a shared accountability organization as mergers and acquisitions occur
3. Build consensus around a changing operational and facility vision
4. Evaluate strategic planning of inpatient and outpatient service lines and supporting facilities
Assoc. Clinical Professor UCSF School of Medicine, Chief Medical Officer Oneview
Today’s healthcare patients are consumers who have clear expectations of what a hospital should be. Hospitals know they have to start offering innovative design, patient-friendly way-finding, concierge-like services and hotel-stay amenities to drive traffic. The innovators in healthcare are equipping their facilities with cutting-edge patient experience technology that is helping them embrace the growing demand for this type of consumer-centric care, while also empowering clinicians to focus on what they do best – improving the lives of those they care for. And it’s paying off. Not only are these hospitals seeing an increase in patient satisfaction, but also enhanced outcomes and reduced costs. With the global patient engagement market projected to skyrocket from $ 6.6B in 2015 to more than $16.4B in 2020, now is the time for designers, builders and architects to incorporate the patient experience into the proposals they are presenting to hospital leaders.
2. Elevate future proposals by incorporating measurable results related to patient experience.
3. Witness the real-world benefits achieved by UCSF, one of top hospitals in the nation, after implementing a patient experience solution.
4. Assess the savings you can bring to your clients as a result of incorporating a patient experience solution.
Chief of Staff, Unity Health Care, Inc.
Principal and Firmwide Health & Wellness Practice Area Leader, Gensler
Principal, Interior Elixir and Consultant, Glen Raven
Senior Interior Designer, Gensler
Research has shown that ZIP code can be the single most influential health predictor – more than cholesterol level, blood pressure or age. In underserved communities, health care resources can be limited, resulting in challenges with accessing health information, deceased quality of life, and lower life expectancy. Unity Health Care is the largest network of community health centers in our nation’s capital, and provides comprehensive health and human services to underserved communities throughout Washington, DC.
Learn how Unity, Gensler, and Sunbrella® Contract fabrics, sought to understand the importance of the waiting room as a social component of community health. Waiting room experiences establish the tone for each patient’s visit, including feelings about the provider, attitude toward treatment, and perceptions of personal health.
This presentation will share the process of intentional design and community engagement regarding how the waiting room could positively impact the patient experience and satisfaction. See how community informed artwork and upholstery textiles colors and patterns change how patients perceive their overall experience at Unity’s Brentwood health center.
2. Learn about the positive impact Unity Health Care has had in providing health to underserved populations throughout the Washington, DC area.
3. Learn how through community engagement and intention, unique textile and art designs were created and had a positive impact on patient experiences.
4. Get a first hand view of healthcare and politics in our nations' capital.
Virtual Construction Manager, CM-BIM, Pepper Construction
Principal & Project Architect, AIA, LEED, AP, NCARB, Hutton & Hutton, Architects and Engineers
Director of Facilities and Materials Management, PE, MBA, Columbus Regional Hospital
Columbus Regional Hospital’s (CRH) desire to evolve patient care has kept them agile & innovative and received many awards. With an upcoming expansion of the ED & cancer center and a new loading dock & utility tunnel, CRH started to think about what happens after the project team leaves. CRH had a master plan, but wanted a master model to use as the source/standards for their operations. CRH engaged BIM consultant Hutton & Hutton and Pepper Construction in the process. CRH wanted to know how the design/construction teams develop the model and the project team to understand how they use the data for their operations – so they could develop a process to deliver the model/data in a way CRH can use going forward. The resulting solution allowed CRH to pick its software platform at a later date and still establish specific standards that would work on future projects. Our presentation shares our process, the plan used to develop the master model & lessons learned/best practices.
2. How to develop a FM tool – the process, data requirements & team roles - and create standards for delivering the model before selecting software.
3. Best practices for a model-driven project approach – how BIM drove collaboration, lean practices and technology for problem-solving.
4. How to analyze whether or not your organization is suited and/or ready to use a Master Model and how to get the process started.
G02: Health(care) Design 2048 Celebrating 30 years of innovation / Preparing for the next 30 years of transformation
President, Global Healthcare, Humanscale
Vice President, Practice Leader for Healthcare, Stantec Architecture
President & CEO, Aesthetics Inc
Laying the foundations for a more balanced, diverse, inclusive, and collaborative health(care) design community, this forward looking, emergent, evolving, and highly interactive and participatory program will explore compelling visions for a new and more desired future; challenge and invite each participant to become an active collaborator in the realization of the new future; propose an initial design for the structure of ongoing, year-round collaborative engagement; and map the preliminary, agreed next steps, with commitments to specific activities, that will unfold the transition towards the new future. In this program, we will draw from the teachings of Janus requiring that we begin our new journey by, first, looking back to capture our learnings and wisdom, serving as our touchstones as we progress into the present.
This program is the first part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn how do new visions become future shaping
2. Understand how to influence the mainstream
3. Explore how can we design more caring environments
4. Learn how can we measure our progress.
Artistic Co-Director, Stuart Pimsler Dance & Theater
Co-Creator, Graceful Passages
Program Manager of Music Therapy, Houston Methodist Hospital in the Texas Medical Center
11:15 AM - 11:35 AM
Suzanne Costello: Stuart Pimsler Dance & Theater: Transforming the Doctor/Patient Relationship - Telling the Story
This workshop, led by Suzanne Costello, will include an overview and positive outcomes of SPDTs innovative program Transforming the Doctor-Patient Relationship. Participants will be led through a series of movement activities designed to encourage the physician to see their patient as a whole person. The workshop will conclude with Q&A. Costello will also address SPDTs additional Arts & Healthcare programs.
11:35 AM - 11:55 AM
Jennifer Townsend: Creating a Healing Space: Auditory and Visual Beautification of an Inpatient Acute Psychiatry Unit
Many people have seen or experienced the effects of a healing environment within a healthcare setting. Studies confirm that well-designed hospital environments can reduce patients anxiety and stress, accelerate recovery, shorten hospitalizations, reduce medication use, lessen pain, and promote a sense of well-being. Therapeutic environments can also help an impact on staff wellness. Outcomes include enhancing staff recruitment, satisfaction, productivity, and retention. This presentation will detail the process of creating a therapeutic environment in an inpatient acute care psychiatric unit, both through visual art and music. The discussion will focus on how to determine the specific needs of a patient population, including safety concerns. Finally, participants will learn about research supporting such efforts
11:55 AM - 12:15 PM
Gary Malkin: Music for health and wellness
Musician Gary Malkin will lead attendees in an interactive session on music and wellness.
Principal, Boulder Associates Architects
Assistant Vice President, CCPN Primary and Specialty Services, Cook Children's Physician Network
Prior sessions have sought to demonstrate the benefits of a 3P, full]scale mock]up, simulation]based design process. The long]term value and return on investment benefits of the 3P to healthcare administrators has been less documented. This presentation will compare impacts of the 3P on two parallel Cook Children’s Hospital projects, one which utilized 3P, and one which did not, by evaluating evidence across the project life cycle including design, construction and post]occupancy phases. These two simultaneously constructed clinics were identical in size, program and client thereby eliminating many confounding variables. The presenters will discuss how the application of this comparative case study can inform the development of a 3P assessment instrument suitable for evaluating long]term benefits.
2. Identify potential metrics for evaluating impacts of a 3P during design, construction and occupancy phases
3. Compare data across projects to establish potential areas of impact associated with 3P Learning
4. Apply findings to develop a 3P assessment instrument
B03: Servicing the Underserviced: Design Considerations for Suburban and Freestanding Emergency Departments
Director - Emergency Services, Baystate Medical Center
Director of Healthcare Operations, TLC Engineering for Architecture
Nurse Manager Emergency Services, Baystate Health Eastern Region
Project Manager Facilities Planning & Engineering, Baystate Medical Center
Director of Project Development Southeast, Flad Architects
Senior Associate, Steffian Bradley Architects
Director of Planning Design Engineering & Construction, Halifax Health Medical Center
Associate/Senior Electrical Engineer, TLC Engineering for Architecture
1. Identify the range of specialized patient care spaces to build while still considering budget in a Suburban ED addition project.
2. Discover operational efficiencies to improve patient and staff experience in a suburban ED environment.
3. Understand how to provide better clinical care and convenience outside of a healthcare system’s typical service area.
4. Learn to think and plan to transition a freestanding ED to a hospital while serving a new community.
Internal Medicine, Wagoner Medical Group
Senior Healthcare Consultant, Vice President, HDR Architecture
Associate | Healthcare Planner | Children's Services Leader, HDR
Bluestem Community Health in Grand Island, Nebraska was born out of a group of physicians who wanted to forge a new path and find a new way to give back to their community. In 2014 a group of Physicians decided that they were ready to build a new legacy for their community and create a hospital with a focus on personal care. With the help of HDR they were able to design not only a new 67 bed full service hospital but also a greater wellness campus that will create opportunities that promote health and wellness. The team also worked together to build a new brand for the hospital from the ground up; Bluestem Community Health. Bluestem is a prairie grass of Nebraska and was chosen as the symbol and identity of the brand because of its defining characteristics. Like the bluestem grass for which it is named, the hospital is a symbol of the deep roots of their Nebraska heritage and the values they share with the community: hard work, honesty, respect and compassion.
2. Hear about how a greater wellness campus was designed around Bluestem Community Health
3. Explore how the creation of a brand is woven into the identity of new community hospital
4. Learn about how numerous Evidence Based Design strategies were able to be implemented into this green-field design
Founder and CEO, Avnew Health
Artificial Intelligence (AI) stands at the cusp of dramatically transforming healthcare delivery. Big Data and advanced analytics have already revolutionized a multitude of economic sectors. Now forward-leaning healthcare designers and strategists must consider how advanced AI systems will redefine their facility projects. Beyond traditional IT issues such as network adequacy or intelligent building control systems, project teams must consider how smart-buildings will actively diagnose disease or modulate wellness. How the fundamental definition of a “healthcare facility” may change if commercial or residential buildings integrate population-health AI systems. How hospital projects may give way to AI enhanced wellness-focused housing developments. Take a glimpse beyond the state of the art with Dr. John Milne, physician, design consultant, and healthcare strategist, as he explores of the intersection of Artificial Intelligence, health care delivery and cutting-edge facility design.
1. Explore the potential impact of Big Data Analytics and Artificial Intelligence on care delivery and its integration into healthcare facility design.
2. Recognize the practical challenges and limitations associated with the application of Big Data Analytics.
3. Understand how healthcare facilities may be redefined in an era of Artificial Intelligence and its potential impact on future projects.
4. Explore the economic variables associated with the integration of Artificial Intelligence within facility design.
Senior Associate, Ballinger
Director, Facilities & Construction, Reading Health System
Associate Principal, Ballinger
Reading Health System recently completed a 465,000 SF building with 88,000 SF of Green Roof that is accessible to patients, visitors, and staff. Conceptually, the location above clinical space spawned a design strategy that incorporates the Roof Garden into a larger exterior space, visually minimizes the massive 115,000 SF Operating Platform footprint, and connects to the Reading Museum adjacent to the site. Technical challenges, costs, and maintenance became the team’s primary focus once the design goals were established. As the complexity of the Healing Garden grew, so did the structure to support it. Investigation of design and material changes ultimately enabled the clinical space below to have an inhabitable ceiling height. Concerns from clinicians, facility personnel, and insurance underwriters required detailing that had redundant functions, but ultimately, the use of new technologies and materials created a solid building envelop that satisfied all concerns.
1. Illustrate the experiential impacts of a green roof
2. Establish green roof design process and possibilities
3. Explain green roof technical implications to building envelope design
4. Identify common requirements of green roof design and documentation
Associate Principal, Ratcliff
Operations Manager, Healthcare, Swinerton Builders
Healthcare Architect, Senior Project Manager, Ratcliff
Director of Medical Planning, Planning, Design and Construction, Stanford Health Care
Stanford Cancer Center South Bay, San Jose, CA is Stanford Health Care’s first cancer care outpatient facility located away from Stanford University Medical Center. Learn about this vanguard project from Stanford Health Care and the Design and Construction Team’s perspective. Designed to inspire positivity in patients by building a respectful and dignified patient experience, the Cancer Center offers a holistic approach to treatment benefitting from extensive process design work partnering with Stanford’s Patient and Family Advisory Councils. In addition to state-of-the-art imaging, radiation therapy, infusion treatment and exam clinic the Cancer Center provides surgical oncology, all in one location. A Real Time Location System (RTLS) is used to help track patients. The Cancer Center repurposes a shell and core medical office building offering challenges accommodating vaults and equipment. The project was delivered over a 2 ½ year period from design until occupancy.
1. Learn about Stanford’s first comprehensive cancer center and how to meet the requirements of an academic medical center in an outpatient setting.
2. Observe planning concepts that integrate surgical oncology into an ambulatory cancer center including code requirements and patient flow.
3. Integrate interior planning via on-stage and off-stage work flow concepts, clear circulation and wayfinding within a calming patient environment.
4. Implement the construction of technically complex spaces and major imaging equipment in the build-out of a shell and core medical office building.
Meet the recipients of the 2017 ‘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 2018 ‘Generative Space Award’ in June 2018. This program will draw, further, from the present view of Janus – as we celebrate the designation of new exemplars of more caring environments and attempt to gain new ‘awareness and insight’ to illuminate our journey towards a new, more desired future.
This program is the second part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn how ‘action research’ can be applied to healthcare design projects
2. Understand how to make systemic and sustainable improvements with generative space
3. Explore how generative space can improve lives, organizations, and communities
4. Understand how to make an award-winning submittal to the ‘Generative Space Award’
5. Learn how to design more caring environments with Generative Space
Artist in Residence, Boston Children's Hospital
Senior Research Assistant, TIRR Memorial Hermann
Arts in Medicine Program, Texas Children's Cancer Center
Director for the Spinal Cord Injury and Disability Research Center, TIRR Memorial Hermann
Music Therapy Program, Boston Children's Hospital
CEO, Facility Guidelines Institute
The FGI Guidelines for Design and Construction documents are the design standards most often employed by medical planners, designers, and owners of hospitals and outpatient facilities. Authorities having jurisdiction (AHJs) in 35 states enforce some edition of the Guidelines, but even states that havent adopted the documents often refer to them to determine their own minimum standards.
This session highlights key changes and the factors that influenced them in the forthcoming 2018 Guidelines. Requirements have changed for recovery spaces; imaging, procedure, and operating rooms; and satellite sterile processing spaces in hospitals and outpatient facilities. Learn how these and other revisions may affect the planning and design of new construction and major renovation projects. This session will also review the Health Guidelines Revision Committees efforts to remove outdated requirements, clear up conflicts, and employ cost/benefit analysis in determining the final language.
1. Explain the reasoning behind changes to the design of clinical spaces in health care facilities.
2. Represent how using the updated Guidelines for a project can provide a safe and effective patient care environment at a reasonable cost.
3. Discuss how FGI is reinventing its process to more rigorously examine, balance, and document its requirements based on best available evidence.
4. Describe strategies used by FGI to develop and enhance new content for 2018.
B04: ED Design Considerations Two Different Approaches to Workflow to Improve Patient Care While Reducing Patient Wait Times
Senior Vice President and Executive Director, Northwell Health
Associate, GBBN Architects
Interior Designer, GBBN Architects
Sr. Special Project Manager Emergency Services, Cincinnati Children's Hospital Medical Center
Associate/Senior Electrical Engineer, TLC Engineering for Architecture
1. Present data to support the value of a “Super Track” split-flow approach in emergency departments as an effective LEAN process redesign strategy.
2. Reference implemented strategies showing how design can impact throughput, length of stay, patient experience, and quality outcomes in the ED.
3. Learn the techniques used to prioritize patient experience and operational modifications in concert with a limited scope renovation
4. Hear about the value analysis of an interim renovation and its impact on future hospital projects.
As experts in transforming and designing comprehensive customer experiences in the financial and retail industries, we will discuss the parallels between these industries and healthcare. The trends in experiential space design within financial and retail are directly predictive of the future of healthcare. We will apply our expertise as design practitioners to give healthcare organizations a blueprint for creating and implementing a brand-centric customer journey within their networks.
Consumers are demanding experiential change in nearly every industry today, and healthcare is the next big industry ripe for change. Rather than accepting treatment of a condition, today’s uber-empowered patients are demanding more. Consumers are now calling the shots and healthcare is playing catchup - this is where non-healthcare organizations are well ahead of the curve.
As a healthcare provider, taking the time to understand the consumer while identifying a unique value proposition is key to ensuring your evolved healthcare brand is meeting the modern consumer’s needs by providing a customized experience. Find out what healthcare can learn from the financial and retail industries to create innovative customer experiences that inspire more than satisfaction.
Regional Director of Technology Design, Vanderweil Engineers
With new technology impacts on hospitals it becomes increasingly difficult to balance the wants vs. needs, mostly in terms of facility design requirements, care giver satisfaction, and community. As a group, we will dive into these exciting challenges discuss what works best for the facility, staff and community.
Talking topics will include:
- The needs
- The wants
- Cost impacts
- Design considerations
- Coordination and implementation
V. P. New Hospital Design and Construction, Erlanger Medical Center
Co-Chair, Arts at Erlanger, Erlanger Medical Center
Co-Chair, Arts at Erlanger, Erlanger Medical Center
The Country's 7th largest public hospital had been capital starved for many years. With new leadership the hospital's financial situation turned around in three short years by investing in people and programs. In addition to new medical technology and facilities, the institution realized that its' approach to creating a healing environment was equally in need of a transformation but there was no staff or budget to fuel the transformation. Two volunteers stepped up to the challenge. Starting with a small committee, they developed two healing gardens, an award winning chapel, created by hosting a design competition between teams of local architects and artists, an art exhibition space, daily performances and most recently a collection of over 350 pieces of original photography. All with practically no official budget. This process has also transformed the new Children's Hospital, with the donation of an 1891 Steam Engine and much more, all from the community.
1. Learn how to transform an "institution" into healing environment without a staff or budget
2. Learn the importance of engaging the local arts community and recognizing the value of their profession
3. Learn how this same approach is transforming the new Children's Hospital into a celebration of the region's culture
4. Learn how these same principles can be applied in any hospital environment
Architect, Stantec Architecture
Principal, Leader Healthcare Research & Innovation, Stantec Architecture
Faced with aged and outmoded facilities serving 629 residents on five sites in Vancouver, Providence Healthcare (PHC) launched an innovation and improvement initiative called Residential Care for Me. The first phase of implementation, with Stantec providing integrated design services, will be a new 320-resident dementia care facility on an urban site, developed with deep engagement of residents, families and a 40-person steering committee. A field study was scheduled just prior to completion of the needs assessment and design concept. Eleonore and Ray were part of a 4-person Providence Health Care/Stantec team that visited 17 residential care homes in five European countries. They will summarize the learnings from the field study and the essential characteristics of the social, spatial and activity model adopted for a resident-supportive and socially generative dementia care home based on small households. The presentation will conclude with a virtual tour of the proposed design.
1. Understand the fundamental characteristics of a small-household model home and those of a 'hotel' model facility
2. Identify when to admit that a 'hotel' model facility is the better choice
3. Understand 'freedom of movement' as a fundamental human right that must be upheld in a dementia facility
4. Explore the design of an innovative 320-resident home that embeds all of the essential characteristics of the small household model
Principal and Director, Perkins Eastman Black Architects Inc
Executive Vice-President of Patient Care and Ambulatory Innovation, Womens College Hospital
In this presentation - fifteen months after receiving the 2016 Generative Space Award - the lead award recipients will reflect on the key learning design features of this progressive facility; discuss the design highlights that enable sustainable performance improvements; describe new organizational initiatives and their associated proposed design strategies; and explore new understandings of how Generative Space can be used to improve health. Again, drawing from the view of Janus, this presentation opens up the future focused space for the exploration of new possibilities in a real time laboratory that will inform our emerging future visions.
This program is the third part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn what Generative Space is, and how we know that it is present
2. Understand how designing with Generative Space can produce sustained performance improvements
3. Discover how to measure Generative Space improvements
4. Explore how Generative Space can be used to improve health
President, Rollins & Associates, Inc.
Director, Gifts of Art
Elaine Sims: A New Challenge to Arts in Healthcare Programs at the University of Michigan Health System: Success!
Let's celebrate 30 years of the Symposium during our grand opening of the exhibit floor and Symposium Party. Our annual raffle will take place and lots of other fun activities. 100% of the proceeds from The raffle will benefit Partners in Health. Drinks and appetizers will be available.
President Elect, AIA Academy of Architecture for Health
Deputy Executive Director of Advocacy, ASHE
Executive Director - Office of Planning, Design, and Construction, University of Mississippi Medical Center
Senior Director, Facilities Resource Group, Ascension Health
Principal, Eckenhoff Saunders Architects
System Vice President, Construction and Project Management, Fairview Health Services
The session will be an interactive polling and panel session to discuss the future of health care design regarding population health and value based care and their affect on the future hospital campus. This session is envisioned to be a multiple part series that will compare results from different demographics and their thoughts on the future of healthcare.
1. Determine the direction of health care by audience participation (on-demand text polling)
2. Discuss the polling results with an expert panel live
3. Compare polling results from other demographics to determine alignment of priorities and principles
4. Through the results of the polling, a comparative study will be made that will identify the common goals and directions of the industry.
Throughout the event, a visual translator will capture the ideas, conversations and highlights of our conference in a unique and powerful graphic format called Visual Translation. Come and see our ideas take shape.
This special feature is brought to you by:
In 2016, it seemed likely that the United States would be implementing the Clean Power Plan, and follow through on the historic Paris Climate Treaties. At the time of this writing, the new government is only coming into focus, and our early understandings is that the response by them will be considerably different than that of the previous administration. Economic and other forces continue to play out, creating realities on the ground. More important, regional, state, and city governments, as well as courts and quasi- and non-governmental rule-making bodies are creating bodies of regulation in response to both mitigation and adaptation needs, many of which are only indirectly impactful for the design of healthcare facilities, but many of which are directly relevant. A brief survey of the streams of climate change law, and an update on current state of these laws and ways in which forces of economics and natural forces will start to intersect in ways that affect healthcare design.
1. Learn about international climate regulations, and how their evolution will affect healthcare design in the US
2. Learn about Federal developments in the arena of climate change law, and how their evolution will affect healthcare design in the US.
3. Learn about state level developments in the area of climate change law, and how their evolution will affect healthcare design in the US.
4. Learn about city and non-governmental sources of climate change law, and how their evolution will affect healthcare design in the US.
Project Manager, Whiting-Turner Contracting Company
Associate Principal, Ayers Saint Gross Architects
Associate, Ayers Saint Gross Architects
Project Executive, Johns Hopkins Health System
Health-care facility managers are confronted by an increasing inventory of aging building stock and face the difficult decision on whether to remove these buildings and build new, re-purpose, or relocate operations. Hospital administrators particularly are reluctant to remove their aging existing structures due to the often limited availability of open areas to erect new buildings and because in many instances the existing facility must remain fully, or partially, operational. This presentation documents the complete renovation of a 70's era critical care building at Johns Hopkins Hospital while maintaining hospital operations throughout the construction phase. The highlight is an innovative approach that developed a high-performance, hybrid envelope system that results in a modern hospital design aesthetic that is highly energy efficient, environmentally sustainable, and improves building resiliency for decades to come.
1. Be able to better assess the code implications related to designing a new exterior enclosure on existing infrastructure to inform design decisions.
2. Appreciate the role that analysis and CAD technology plays in assessing, coordinating, and implementing design strategies for new enclosure design.
3. Examine the impact of design decisions on constructability related to cladding materials, fenestration, roofing and insulation of a new enclosure.
4. Understand strategies to future proof buildings through innovative design systems that address enclosure performance and sustainability objectives.
Managing Director of Facilities, Enterprise Services, Nemours Foundation
Principal, Senior Project Manager, FKP
PICU Nurse Manager, Alfred I. duPont Hospital for Children
EVS Operations Manager, Alfred I. duPont Hospital for Children
When the Nemours design and planning team considered flooring for the new Children's Hospital in Wilmington, DE, selection drivers were focused on safety, operational optimization and clinical efficiency. In the past, Nemours struggled with their scores for cleanliness and patient perception. An extensive mock-up process, validated perception, safety and clean-ability. The impact flooring materials has on operational cost savings and IAQ will be shared in support of making informed decisions. When placed at the forefront for its attributes, the session will share how premium rubber floorcovering contributed to EBD performance improvement goals. In 2016, a Post-Occupancy Evaluation (POE) was completed. The project team will share the Nemours story and astounding results from in-person testimonials from the design, caregiver, facility and EVS perspective. With construction dollars at a premium, the POE and cost analysis will set the stage and standard for flooring decisions.
1. The POE: The Built-Environment & Engaging Healthcare Planning is recognized through EBD measures to support transforming outcomes with flooring.
2. There is a paradigm shift from patient-experience to outcomes and efficiency. This session assesses flooring and its actionable impact on outcomes.
3. ISSA Standards: the Cleaning Industry Management Standard benchmarks for maintenance and operational optimization to inform flooring decisions.
4. The C-Suite demands their project partners assess, measure and provide solutions supporting operational optimization given limited capital dollars
Designer, Healthcare Planner, SmithGroupJJR
Principal, The Innova Group
Sr. Healthcare Planner, Architect III, SmithGroupJJR
Health Care Studio Leader | Principal, SmithGroupJJR
The Veterans Health Administration is America’s largest integrated health care system with over 1,700 sites of care, serving 8.76 million Veterans each year. However, the VA is not the sole provider of benefits, services, and resources to Veterans and eligible beneficiaries. The FY 2014-2020 Strategic Plan recognizes that the VA must Enhance and Develop Trusted Partnerships (Strategic Goal 2).
From the perspective of an affiliated partner, this hypothetical study researches one VISN submarket and maps VA and non-VA community based care delivery points that explore non-VA care point affiliations, hypothetical referral patterns, time and travel distances, services that can be provided in relationship to VA capabilities, and the concept of Healthcare Urbanism, ultimately identifying the Public and Private partnership opportunities that can support an integrated network of VA services.
1. Evaluate existing geographic market of healthcare network
2. Analyze patient demographics and referral patterns in relation to delivery of care
3. Identify opportunities for alternate points of care to best serve the patient
4. Plan for future growth where points of care are non-accessible
Healthcare Planner, Francis Cauffman
Hospital Applications IT Project Manager, St Lukes University Health Network
Senior Interior Designer, Francis Cauffman
The physical layout of the typical inpatient unit nurse station has changed very little in the last four decades and rarely accommodates technology of today. Adoption of the electronic medical record has solidified the popularity of the workstation on wheels as a documentation tool. The challenge is how to mitigate WOW clutter, preserve record privacy, and manage acoustic disruption for accurate reporting. The team leading the renovation of a patient unit for a community hospital in Coaldale, Pennsylvania wanted to approach the nurse station in a new way, one that would break from the central station of the past. The resulting design is one that has been rarely seen in the hospital setting, and certainly not one which you would expect to find in a traditional coal town. In this session the presenters will speak to the unique opportunities of this design challenge and to the value of the solution a year post occupancy.
1. Learn how the integration of mobile technology can transform the traditional nursing station
2. Observe the compelling impact of a modified nursing station design on the patient/family experience
3. Learn how use of mobile technology (WOW’s) can positively impact the quality of clinical care by restructuring traditional nursing work patterns.
4. Explore the relationship
Principal, ZGF Architects LLP
Director of Strategic Planning, Intermountain Health
Principal, ZGF Architects LLP
Quality healthcare is not explicitly synonymous with efficiency, but Intermountain Healthcare (IH) is determined to deliver both. As the largest healthcare provider in Utah, IH had been applying the notion of Lean principles for years, but chose the expansion of its Park City Medical Center to raise its own bar. By taking a hard look at everything from model of care, clinical flows, materials flows, and patient intake to decisions around provider offices, the project team discovered that IH’s desire for using Lean principles had only scratched the surface of what they could accomplish. That was in early 2014, when the proverbial seed was planted, and before the year was out, a new facility in Murray was also in the works. Now, both facilities have opened, and Lean principles integrated into clinical work flows, have led to more efficient operations for the staff than they had imagined possible. Presenters will provide insight into the process, planning, and tools used to effect change.
1. Discover how a single ambulatory clinic build can be the catalyst for cultural change for an entire healthcare system.
2. Identify how baseline planning and operational improvements can cultivate exponential change.
3. Learn about “the magic moment” for cultural change, when ownership of Lean principals transfers from the design and leadership team to staff.
4. Explore methods and tools for executing successful client engagement workshops.
VP of Healthcare Design/Practice Leader, HuntonBrady Architects
Chief Rehabilitation Officer, Bannasch Institute for Advanced Rehabilitation Medicine,Lakeland Regional Health
Senior Project Coordinator, HuntonBrady Architects
The Bannasch Institute for Advanced Rehabilitation Medicine is a technologically-advanced healthcare environment that reinforces the Institutes Design Drivers of progress and momentum throughout the facility. Architects and interior designers worked closely with physicians and physical and occupational therapists to create a modern space that incorporates research results about the importance of motivation and progress in recovery program effectiveness. New and innovative technology was developed, tested, and implemented for the first time into the project, enhancing the tools used in the rehab process. Access to nature using various architectural features and the creation of a therapeutic landscaped outdoor rehab space responds to evidence-based design.
1. Understand and review the latest research about how motivation and goal-setting affect patient outcomes and performance in a rehab facility.
2. Identify key ways clinicians incorporate measures of patient progress in a rehab facility through architecture, interior design & new technology
3. Learn how to design an environment that encourages goal-setting, allows patients to help one another and supports evidence based clinical pathways.
4. Explore data and results of a post-occupancy evaluation.
Expressive Therapy Team Lead, Seton Shoal Creek Hospital
Director of Education/Clinician, Neuropsychiatric Research Center of Southwest Florida
Director, Embodied Neurobiology
Music Therapist, Dell Children's Hospital
Executive Council, ASGPP
Art Therapist/Special Education Counselor, Hays Consolidated Independent School District
Executive Director, Design Institute for Health
National Director, Facilities, ARC Document Solutions
Do you know where all of your Facility documents are located? Do you have CURRENT as-builts? Do you know what is under warranty when something breaks? Does your team know where all the shutoffs are located in case of an emergency? Can you share these out with first responders? Could you find everything in about 10 seconds? You are invited to join David Trask, National Director, Facilities with ARC Document Solutions to see how to assemble all these documents into an effective active archive for every facility that you own, occupy and manage. Trask will show you how an EASY, push-button dashboard can streamline your processes and give you back TIME to better manage your buildings.
1. Learn how to manage historical and new renovation documents by creating a single CURRENT set of drawings for all your buildings.
2. Learn how you can complete more work orders every day by accessing your information within seconds.
3. Learn how other healthcare groups are utilizing a single source of truth for all their facilities related documents to streamline their workflow.
4. Learn how your facilities team can access critical facilities documents in the field and speed up response times for catastrophic events.
Visit with the our exhibitors who are eager to provide products and solutions for your latest project.
President, HEWI, Inc
Professor, School of Architecture - Virginia Tech
Establish your own priorities beyond ADA and Universal Design Principles to create guiding principles for environments & products for your facilities. Grasping and applying the emerging possibilities coming from technology while staying focused on delivering comfort and care to our collective clients; patients and staff. New materials, electric and electronic controls and manufacturing processes are making greener, safer, more economical, more flexible spaces and products achievable. Design movements, manufacturers, institutions and governments are addressing the mounting burden from longer life spans, increased populations and expectations for an enhanced quality of life. The lines between providing healthcare, hospitality and residential offerings are blurring. At the same time, end consumers continue to resist an institutional feel. This presentation will draw on international examples of educational research, product, design and legislative responses.
1. What are the current and growing needs of our clients - patients, residents & staff?
2. Changing manufacturing and building techniques which enable safer & more useable environments while responding to clients need for a feeling of home?
3. Examples of new product solutions in development or available to meet these needs and requirements, using VT research projects and more
4. Case studies and projects - residential, hospitality and healthcare
Enjoy your lunch with fellow attendees in a special spot on the exhibit floor.
Principal, Skyline Art Services
Interior Designer, Children's Medical Center
A new art program at Children’s Health plays a role in a comprehensive wayfinding system that helps patients and visitors maneuver through the 3.4-million-square-foot campus of five separate buildings. Reducing stress and anxiety for both patients and staff were primary objectives, demonstrating a therapeutic approach to the visual arts in healthcare, with a theme of "refined whimsy."
2. Describe the stakeholders’ perspectives concerning the need for an effective branding
and wayfinding initiative at a facility such as Children's Health.
3. Explain how to meet the challenge of implementing a large and complex campus-wide
4. Consider wayfinding in terms of both travel through spaces-between but as arrival and
engagements with destinations and spaces-within.
Director of Healthcare - Interiors, tvsdesign
Vice President, CNO, Avita Health System
Director of Project Management, CBRE Healthcare Solutions Group
Partner, Creative Director of Brand Experience Studio, Little
Assistant Vice President, Central Region Operations, Nursing & Quality, Levine Cancer Institute, Carolinas HealthCare System
Principal, Trinity Planning Design Architecture
Senior Project Manager, CBRE/Healthcare
Three case studies – from three different communities – highlight the emergence of Retail Healthcare as a competitive advantage. This panel discussion will explore the application of established real estate techniques such as using experiential and demographic research to drive site selection. The panel will also discuss the importance site selection to drive market share.
Panelists will identify the challenges and advantages inherent in the adaptive reuse of existing retail space. After recounting their own experiences, we expect all panelists will agree: retail healthcare offers an opportunity to create a dynamic brand experience in a casual environment
1. Understand how to adopt the retail “experience” for healthcare
2. Learn to use research demographics and reimbursement to drive site selection
3. Gain insight into the effective use of a commercial floorplate
4. Recognize how to communicate brand and values through design
Associate Principal, Payette
Family Advisory Council, Massachusetts General Hospital for Children
Director of Creative Engagement, Payette
Designing for the health and welfare of those who live, work and play in our spaces extends beyond physical spaces. This includes designing better experiences. Working with a family who wrote a short story explaining what to expect when visiting the Emergency Department, one team of architects worked to translate the written word into a multi-media story. This project offers relief during a stressful and chaotic time, giving children insight into their healthcare experience. As healthcare architects, we bring a clear understanding how space works, but we can do more to foster community and promote patient well-being. Producing a video allowed our team to build skills and push our creativity, unlocking innovative ways to connect and communicate with our clients. This session offers insight from the design team and the family on how we can use our skills to develop unique products and presentations which help promote multimedia-driven stress relief to benefit the patient experience.
1. Identify opportunities to alleviate patient stress through multimedia projects.
2. Learn how to recognize opportunities to engage the patient community and healthcare owners in innovative ways.
3. Learn how non-traditional design challenges can be used to expand & improve skill sets that are increasingly common in large architectural practices.
4. Identify ways to apply design thinking and problem solving to improving the patient experience.
Facilities Planner, Indian Health Service
Associate / Architect, Dekker/Perich/Sabatini
Former CEO, Indian Health Services Kayenta Service Unit
The Kayenta Health Center embodies Wellness on multiple levels & couples traditional cultural perspectives of healing with current wellness trends. The hospital serves the local Diné community, integrating the communitys significant cultural perspective of Hozho iina, translated as balanced and good life, and providing a spectrum of outpatient & inpatient care. To support the Indian Health Services mission to keep people healthy rather than focusing on disease treatment, the Wellness Center, community health, physical therapy & health education functions are located at the main entrance. This placement contradicts the perceived hierarchy of medicine and inpatient care, and instead, emphasizes cultural traditions and current trends & theories of healthcare that put Wellness first, emphasize preventative care & view staying healthy as the first line of defense. Learn how a cultural understanding of wellness combined with state-of-the-art healthcare is affecting patient outcomes.
1. Learn about Indian Health Services healthcare initiative.
2. Evaluate how services are accommodated in the building and how they are improving outcomes.
3. Recognize how this facility responds to the culture of the Diné population.
4. Understand ancient healthcare and wellness traditions and how they coincide with the industry's current thinking about wellness.
Client Leader - Healthcare, Lockwood, Andrews & Newnam, Inc
Architect, RVK Architects
ACHAs professional credential in healthcare architecture is the only specialty certification program recognized by the AIA. This workshop will provide healthcare architects with useful information to submit their credentials and prepare for the ACHA Exam. The seminar covers: application materials, exam topics, sample questions, scoring criteria and exam schedules.
Director - Healthcare Care Real Estate, Navigant
Vice President, Facilities & Construction, Mount Carmel Health System
Project Executive - Healthcare, AECOM Hunt
Project Manager, Gresham, Smith and Partners
Understanding the value of a collaborative approach to healthcare construction through prefabrication and other facilitating processes that begins with Ownership and extends all the way through subcontractors and suppliers. Engaging all stakeholders early in the project to achieve the best possible outcome for all participants. Learn from the perspective of an Owner, A/E, Construction Manager and subcontractor how a team can function at a high level working together from the conceptual stage of design right up to the time of seeing the first patient. Utilize the lessons learned from this team of experienced healthcare constructors. Be made aware of the role that the Facilities team must play in prefabrication and MEP design coordination to enhance functionality. Recognize that prefabricated systems provide a superior end product as they are assembled in a safer and more controlled environment than if it were built at the jobsite resulting in consistent quality and less waste.
1. Evaluation and commitment of the prefabrication process by team members.
2. Various perspectives of the healthcare stakeholders related to prefabrication in healthcare.
3. Assessment of the lessons learned from this team of experienced healthcare constructors.
4. Reinforcement of early team member involvement, IPD-like and Lean behavior.
Board of Directors, Egypt Cancer Network 57357
Vice President, Health Sciences, CallisonRTKL, Inc.
Associate Vice President, Health Sciences, CallisonRTKL, Inc.
Vice President, CallisonRTKL, Inc.
Director of Pediatric Medical Neuro-Oncology, Dana-Farber Cancer Institute and Children's Hospital Boston
Inspired by the model of the St. Jude Research Hospital, Children’s Cancer Hospital Egypt is the largest pediatric oncology hospital in the world. Established in 2007 with the mission of providing the best comprehensive family centered quality care and to cure all children with cancer seeking its services, free of charge and without discrimination, CCHE 57357 is expanding their current specialty hospital into a multi-facility campus featuring comprehensive pediatric cancer care services and integrated clinical education, training, and research. This presentation will detail CCHE 57357’s story, demonstrate how international trends in clinical care and medical education are influencing the proposed campus and facilities development, show how the master plan and the design of the campus buildings overlay aspects of the local culture and are working to develop and revitalize the local neighborhood, and discuss some of the architectural and development challenges of working in a dense and historic urban environment.
1. Hear CCHE 57357’s organizational story, their approach to care, and learn how comprehensive pediatric cancer services have been planned for the campus through year;
2. Learn how international design trends in cancer care and medical education are shaping the campus expansion program and facilities;
3. Learn how CCHE is engaging academic leaders and institutions around the world to shape the development of their medical education program through training and partnerships;
4. Understand challenges of implementing large-scale campus development in an historic and dense urban fabric, and what to consider when planning similar expansion projects.
Vice President, Senior Healthcare Planner & Programmer, HKS, Inc
, To Be Announced
, To Be Announced
This program will be a laboratory to listen and learn directly - from Younger Generation Representatives, as they explain how they each imagine they will become our future healthcare design industry leaders and what support they will need to accomplish this. This program will provide a platform for ideas to be freely expressed and discussed without judgement or criticism; enable Younger Generation Representatives to contribute toward the shaping of their futures; and create an opportunity for participants to develop new understandings of future leadership needs. Clearly, as would be evident to even Janus, this program is leading into the uncharted territories of new possibilities.
This program is the fourth part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn how listening and learning are integral elements of Generative Space
2. Understand why listening and learning can open up the space for new possibilities
3. Explore how to listen generatively
4. Hear what is a new paradigm and how does it transform mainstream practice.
Creative Arts Program Coordinator, Walter Reed National Military Medical Center
Faculty, UF's Center for Arts in Medicine in the College of the Arts
, Creative Forces: NEA Military Healing Arts Network
President, Rollins & Associates
Founder and Creative Director, SongWritingWith:Soldiers
, Center for Arts in Medicine
Music Therapy Program Lead, National Endowment for the Arts Creative Forces Military Healing Arts Network
12:45 PM - 1:05 PM
Ermyn King, Judy Rollins: A Portfolio of Caring Through the Arts: Creative Services Offered by ArtStream's Artists-in-Residence Team in the USA's Largest Military Medical Center
ArtStream's artists-in-residence (AIR) team has been providing a multifaceted portfolio of creative services for patients, families, and staff in the USA's largest military medical center during recent conflicts and beyond. Thorough AIR training (including vital scope of practice considerations), ongoing evaluation, relationship building and collaboration, and adaptation to changing needs, are all at the core of and assure quality control for AIR services. The team's portfolio has grown to include professional development offerings for healthcare providers and medical and nursing students. A study on its work with children of hospitalized service members with combat injuries appears in a 2015 Arts & Health issue devoted to arts and the military. The session will examine the foundational elements and features, benefits, and impact of this effective, growth-oriented military healthcare AIR initiative, while also addressing challenges and continuous learning involved in its operation.
1:05 PM - 1:25 PM
Darden Smith: Songwriting With:Soldiers -- Changing Lives Through Creativity
Songwriting With: Soldiers founder Darden Smith combines song, spoken word and images to show the importance of bringing art, skilled artists, and collaboration to not only the Veteran community, but to any population that has experienced marginalization, loss or trauma to foster connection, confidence and creativity.
1:25 PM - 2:00 PM
Heather Spooner, Jenny Baxley Lee, AnnMarie O'Malley, Rebecca Vaudreuil: The NEA Creative Forces Telehealth Project: Using Video-Based Technologies to Bridge the Gap Between Clinical and Community Based Arts Programs for Service Members Across the Military Treatment Continuum
This session describes a component of the NEA program Creative Forces that allows veterans to remain engaged with providers through clinical video telehealth as they transition from active duty service to veteran/civilian life (re)integrate into their communities. Telehealth can support veterans in transition in building relationships with community members through the arts as they continue to engage in expressive art forms as part of their healing process.
Business Development Manager, ARDEX Americas
Moisture mitigation & floor leveling are necessary & critical parts of most projects. Historically, this work has been undertaken late in the construction process, when implementation is very costly, time consuming & disruptive. New approaches now allow such activity to occur in early stages of construction when the building is wide open, implementation is not disruptive to other construction activity- thus reducing costs, improving quality and shortening schedules. Attendees will acquire knowledge to ensure that concrete sub-floors will be as level as needed with minimal disruption to other trades; that slab moisture is mitigated with minimal disruption to other trades or delaying the project schedule; eliminate floor tolerance issues due to placement, finishing or slab curl; perform moisture mitigation & slab leveling at the least costly, most opportune time.
1. Ensure that concrete sub-floors will be as level as needed with minimal disruption to other trades.
2. Ensure that slab moisture is mitigated with minimal disruption to other trades or delaying the project schedule.
3. Eliminate floor tolerance issues due to placement, finishing or slab curl.
4. Perform moisture mitigation and slab leveling at the least costly and most opportune time.
Clinical Instructor of Surgery and Clinical Practice Physician, The University of Vermont Medical Center
Research Director, Environments for Health
Statistics show there is a disconnect between millennial clinicians’ expectations and what options are available in today’s healthcare job market. This disconnect is illustrated through the increasing rates of turnover of hospital staff across the United States. In 2016 the national rate of Registered Nurse turnover was 17.1% annually. Physician retention is no better. The aggregate turnover rate for Physicians in the first three years of employment is 25%. High clinician turnover is a problem for many health systems as it impacts both the consistency and quality of care and is a considerable financial expense. With the rate of baby boomer retirement on the rise, the need to attract and retain new talent will only intensify. For these reasons, there is a credible business case for focusing energy on the retention of millennial clinicians through the design of new spaces and programs tailored to meet their needs and lifestyle.
1. Identify the delta between expectations of millennial clinicians and the existing opportunities in healthcare employment
2. Explore ways in which a health system may design facilities and develop programs to attract and retain millennial clinicians
3. Investigate the business case for focusing energy and money on the design of facilities and programs to attract and retain millennial clinicians
4. Review examples of best practices in design and analyze for how they respond to millennial expectations
Principal, Midwest Regional Director, HKS, Inc
VP of Operations, ProMedica Health System
Vice President, HKS, Inc
Designer, Medical Planner and Researcher, HKS, Inc
Healthcare is undergoing a paradigm shift. There is an urgent need to investigate the changing expectations from clinics and how the design community has to position itself. This session will present the findings from the year-long study that aimed to better understand the impact the physical environment has on productivity and throughput, the relationship between facility design, human experience and organizational efficiency in the outpatient setting A case study was used to test the hypothesis: Can architecture impact patient Throughput? The study was conducted in 2 parts, a pre and post occupancy analysis of 4 clinics that were planned to move into a new consolidated building. Reported, observed, and spatial data were analyzed together to understand the patterns that emerged The new building combined 11 practices from buildings across the city into one, a convenient one stop shop for patients enhancing clinical collaboration and creating a holistic approach to health and wellness.
1. Understand how the physical environment impacts productivity and patient throughput in outpatient clinics
2. Develop an understanding of the clinical workflow of physicians and medical assistants and its spatial requirements.
3. Identify design elements that reduced clinical walking distances by 36% and the discrepancy between clinical teams’ walking distances by 91%
4. Explore the strategies for reducing real state costs by consolidating & standardizing clinical modules.
Senior Director of Facilities Management, Cleveland Clinic
Co-Founder, Infection Control University
As healthcare evolves, one of the most overlooked assets is the team of workers who keep the facility operating efficiently and safely. As innovation and disruption descend on hospitals, workers need to understand the importance of working as a team as well as the WHY in a quickly changing environment. With the right mindset, these workers can become valuable ambassadors for a safe patient experience. Being a leader is difficult, but with these psychological-based tips, workers can quickly build a confident educated team that will make a difference in the facility. - Educates on HAI impact for everyone - Looks at the facility’s reputation through social media - Directs the team by utilizing a powerful tool in asking ‘What is the WHY?’ - Leads everyone to understand the mission.
1. Understanding the impact of HAIs on the entire facility
2. Changing the mindset of everyone who performs work in the facility
3. Teaching the value of WHY working as a team is vital in a quickly changing environment
4. Becoming an effective leader by accepting change to survive
VP Strategic Partnerships, SCL Health System
Development Executive, Healthcare, Duke Realty
Vice President, National Healthcare Strategy and Development, Duke Realty
Executive Vice President of Strategy and Business Development, Emerus
SCL, Emerus and Duke Realty developed and opened four micro hospitals near Denver. They’re smaller than conventional hospitals and, thus, easier to navigate; and located in convenient suburban neighborhoods. They also offer the same extensive healthcare services found on larger hospital campuses but are less expensive to build than traditional hospitals. The team faced a number of challenges, including quickly learning each locality’s different regulations, designing the facilities to house the necessary services in a smaller space, and locating the hospitals on sites that are highly convenient for all users. The facilities are meeting the area’s increasing demand for new medical services; and providing residents with comprehensive care including emergency and non-emergency services and both primary and secondary care in one location. The facilities also are enabling the health systems to quickly and cost effectively build their patient base and enhance patient satisfaction.
1. Review a process for implementing a successful micro hospital development partnership, including differences in micro hospitals v. FSEDs.
2. Summarize the benefits of incorporating outpatient services, including urgent care, into a micro hospital.
3. Review key provider and patient benefits of micro hospitals, including lower costs, speed to market, greater convenience and increased satisfaction.
4. Discuss key lessons learned by two leading healthcare providers and their development teams in developing micro hospitals.
President and CEO, St. Francis Healthcare System
Associate Principal, Lionakis
As Hawaii’s population matures, family members are often thrust into caring for their aging loved ones. Most families are simply not prepared to provide the necessary level of care at home. In support of both patients and their caregivers, St. Francis Healthcare System is transforming their 90-year old campus to a state of the art destination for Hawaii’s aging population, and a valuable resource for the extended care team of family members.
This lively presentation illustrates the rejuvenation of St. Francis. A truly unique assemblage of comprehensive senior services is available, due to the facility’s backbone as an acute-care hospital. At the St. Francis’ Liliha campus on Oahu, a Kupuna Village is taking hold, replete with the Aloha spirit. New business partnerships are developed, creating diverse opportunities for care services. A new chapter of senior care is emerging at St Francis, with the margin, to fulfill their mission, of creating healthy communities.
1. Learn how creating collaborative business partnerships can help a system’s bottom line in providing care, and create a pathway for positive change.
2. Discover how a combination of care modalities, combined with bringing family into the care team can produce vastly enhanced outcomes for seniors.
3. Understand how adapting to changing demographics can bring about opportunities for reinvigorating an institution, and their brand.
4. Learn how the Aloha spirit is infused into the evolution of senior wellness services, from sick care to healthy lifestyle environments.
Principal and Director, Perkins Eastman Black Architects Inc
President, Global Healthcare, Humanscale
Hospital CEO, Texas Center for Infectious Disease
Tennessee State Architect, State of Tennessee
Director of Capital Projects, Rush University Medical Center
Director of Grants and Special Projects, Office of the Mayor, Birmingham Alabama
This program will also be a laboratory for listening and learning this time for the purpose of hearing from Agents of Change, as to how our healthcare design industry (and the HFSE) can become a more healthy reflection of our greater world (as well as becoming a mirror for the world to see the shape of its new, future-self reflected in). However, this is not just an arm-chair listening session with smart, successful talking heads. IT IS AN ACTION PROGRAM, where all attendees will be expected to join the team that creates the new future visions. This radical new possibilities program will provide a platform for ideas to be freely expressed and discussed without judgement or criticism; enable the Agents of Change to contribute toward the shaping of our collective future; and create an opportunity for participants to develop new understandings of future leadership needs.
At this stage, Janus will be applauding our courage in fearlessly challenging the status quo, and aspiring toward new possibilities for a new future.
This program is the fifth part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn how listening and learning are integral elements of Generative Space
2. Understand why listening and learning can open up the space for new possibilities
3. Learn how to listen generatively
4. Discover what is a new paradigm and how does it transform mainstream practice
Executive Director of Research, Virginia Commonwealth University School of the Arts
Co-Founder and Executive Director, Lamb Institute for Arts and Healing
Faculty Member, UF's Center for Arts in Medicine in the College of the Arts
Director, Art for Recovery
2:40 PM - 3:00 PM
Cynthia Perlis: Art for Recovery: Creativity in Healthcare
Art for Recovery is one of the longest running art and healing programs in the country. The history of how this program began in 1988 in the HIV unit at UCSF, the creation of multiple Art for Recovery programs across all three UCSF campuses and in the community that continues today, along with the success in writing grants and obtaining funding throughout the Bay Area will be discussed. In addition, the relationship that was developed with the UCSF Foundation and the UCSF Department of Medical Humanities that has led to the continued success of this program will be explored. An interactive creative component will be experienced by the audience as well as videos that will give heart to the program.
3:00 PM - 4:00 PM
Eliza Lamb, Sarah B. Cunningham, Salem N. Tsegaye: Arts and Health Engagement in American Research Universities
The Alliance for the Arts in Research Universities (a2ru) and the Arts Research Institute at Virginia Commonwealth University School of the Arts recently surveyed selected research universities about their engagement and partnerships in arts and health. Key findings from this survey will be shared and a group discussion about arts and health in higher education will follow.
3:30 PM - 4:00 PM
Jenny Baxley Lee, Jill Sonke: Engaging Learners in Arts in Health Education in Traditional and Online Environments
Through design and implementation of academic curriculum, faculty at the UF Center for Arts in Medicine have learned a great deal about pedagogy in arts in health education in both traditional and online learning environments. In the spirit of a lively, facilitated discussion, participants will examine aspects of academic programs with the aim to share ideas, deepen discourse and improve excellence in arts in health education internationally.
Recreational Therapist, Rogers Memorial Hospital
Senior Vice President, Hitchcock Design Group
Rogers Memorial Hospital’s Oconomowoc campus is focused on providing behavioral health services for a wide variety of clients and patients. As part of its ongoing mission to provide comprehensive treatment options, the hospital incorporated a therapeutic garden into its campus. The purpose of the garden was to create a safe, but interactive environment for patients that would allow them to connect with nature and in turn, help facilitate their achieving goals that are outlined in their treatment. This session will focus on how a custom design was created for the garden that supported the vision of the hospital for the garden and how the garden has been incorporated into their established program.
1. Participants will understand the benefits of including a therapeutic garden in a healthcare setting.
2. Participants will learn the best practices for design a therapeutic garden in a behavioral health setting.
3. Participants will be given practical examples of how a therapeutic garden can be utilized at a behavioral health facility achieve goals and results.
4. Participants will understand the positive and negative implications of incorporating a therapeutic garden into their sites.
Director, Communication Technologies and Infrastructure Services, UI Health Care Information Systems, University of Iowa Health Care
Director of Strategic Accounts, Connectivity Wireless Solutions
Healthcare facility planning professionals are entering a new era of increasing user demands, proliferation of wireless technologies including cellular, public safety two-way radio, Wi-Fi, and the much-touted Internet of Things (IoT). In an effort to stay on the cutting edge of healthcare services, facilities are often quick to implement new telehealth, smartphone, and cloud-based technologies, only to face crippling capacity and coverage challenges in the aftermath. Join us as the University of Iowa Hospitals and Clinics Director of IT, Patrick Duffy, shares his experience on implementing a proactive, thoroughly planned in-building wireless strategy to improve operational efficiency, increase patient, visitor and staff satisfaction, and avoid current and future connectivity challenges. Learn and discuss, from an IT and building-planner perspective, how to plan for the networks of tomorrow in terms of facility space, power, and capital budget and lifecycle costs.
1. Understand how coming wireless technologies (5G, IoT, virtual reality) will impact healthcare operations
2. Identify the technologies that exist to solve current and future in-building connectivity challenges
3. Identify key components of successful in-building wireless planning and strategy
4. Prove a strong in-building wireless network as a means of improving patient care and facility operational efficiency
Ph.D Candidate, Texas A&M University
Professor, Texas Tech University
The research question that this research proposed: “What is the nature of the relationship between visibility and teamwork, collaborative communication, and security in emergency departments?” This study adopted a relational research design conducted in four EDs within the same system. The measurement of different layouts by the application of Isovist in Depthmap software provided an objective assessment of the visibility of the EDs’ environments, and the findings were reassessed by conducting a systematic field observation as a qualitative and quantitative assessment tool of the departments’ visibility. Also, Team Effectiveness Audit Tool (TEAT) and Collaborative Practice Scales (CPS) were the measurements of teamwork and communication. The findings support that some aspects of teamwork and communication are improved by enhancement of visibility. Also, the rate of security issues were lower in departments with high visibility value.
1. Understanding the importance of visibility in emergency department design
2. Clarifying the importance of teamwork and communcation in health delivery
3. Exploring the impact of environmental design on teamwork and collaborative communication
4. Identify opportunities to enhance teamwork and communication by design solutions.
Family Services Manager, Children's Hospital of Philadelphia
Director, Facilities Planning, Children's Hospital of Philadelphia
With a focus on improving the patient/family experience, Children’s Hospital of Philadelphia created a dedicated Facilities/Family Services workgroup which is unique to most children’s hospitals. This workgroup is dedicated to working across departments including clinical teams, process improvement, security, hospital operations and language services to ensure that the patient/family experience is optimal from appointment scheduling, through the duration of a visit and supporting the return home.
The workgroup has launched several work streams in close partnership with families and staff, including a new wayfinding/theming initiative, developing a new family hospitality center, Sabbath elevator program, reimagining of all public spaces, developing on-stage/ off stage staff spaces and family communication and staff communication plans. This workgroup has been able to improve the patient/family experience through design improvements, without new physical space.
1. Identify ways that a facilities + hospitality partnership can improve patient experience.
2. Learn tips to improve an existing facility and experience without building new or breaking the bank.
3. Prioritize the greatest family impact with short, mid and long term initiatives, leveraging patient and family voices
4. Utilize enterprise resources to evaluate the effects of the design interventions
Senior Vice President, Hammes Company
President/CEO, Elmhurst Memorial Hospital
Vice President and Chief Operating Officer, Elmhurst Memorial
Senior Vice President, Albert Kahn Associates, Inc.
Hammes Co., AKA, and EMH outline the health center's transformation to a transitional state-of-the-art care platform designed to meet its community, care team and patients’ expectations now and into the future. The hospital’s journey exemplifies the power of evolution as it relates to a successful merger, positive progression in leadership and operations improvement. As a mission-centric organization- commitment to outstanding patient outcomes and a ‘Healthy Driven’ operational philosophy drive the organization. The hospital’s journey began with a dynamic strategy resulting in a functional program that enhances the redevelopment of inpatient care services leading to a consistent care continuum that supports the community. EMH is one of seven hospitals in the world to achieve the prestigious Planetree distinction. The presentation will include both practical steps and strategic best practices for systems-based planning in the evolution of expanding partnerships.
2. Recognize how strategic facilities planning can give a community-based provider a competitive advantage in a large system market
3. Identify the value in incorporating patient satisfaction and mission-oriented metrics in the development of operational work flows
4. Discover how to use integrated project delivery methodologies to support the cultural transformation as the basis for care model evolution
Senior Vice President, Balfour Beatty Investments
Vice President, Operations, Buildings Midwest, Graham Construction
Vice President, Practice Leader for Healthcare, Stantec Architecture
Chief Project Officer, North Island Hospitals Project, Island Health
2. The key to collaboration between the owner/healthcare provider and design team in a P3 environment.
3. Discuss how optimal risk allocation is achieved between the owner/healthcare providers, architects, design-builders and private finance providers
4. Hear first-hand some of the pros and cons associated with Public Private Partnerships.
G08: The Next 30 Years of Transformation Mapping the Next Steps: An Inclusive Community Discussion
, To Be Announced
An open space program, with the opportunity for all HFSE attendees to openly, freely, and candidly contribute their views about the agenda for the next 30 years, we will actively welcome all input and views; facilitate the expression of creative contributions; value all that is contributed; and provide a structure and prioritization for the realization of Next Steps. In this program, the new future vision will emerge and become clarified through discussion, argument, debate, chaos, and confusion. If you have ever wanted to put your own two cents into designing our collective healthcare design future, this is the program to attend.
This program is the sixth part of the progressive journey of Generative Space Track programs, culminating in a free, all-community event on Wednesday afternoon, 20 September, where the clarity, design, structure, and tangibles of our new future vision will continuously unfold throughout these programs. Attendees are invited to participate in any or all of these programs.
1. Learn how to cultivate a more Generative Space to create a place to flourish®
2. Discover how to discover how to know what we dont know we dont know
3. Understand why future organizations will have heart centers, rather than headquarters
4. Hear why it is crucial that we value and listen to, to fully understand all voices
A Place to Flourish is a Registered Service Mark of The CARITAS Project. All Rights Reserved.
Family Advisory Council, Boston Children's Hospital
, Boston Children's Hospital
Senior Interior Designer, Shepley Bullfinch
Founding Principal and Creative Director, ArtHouse Design
President & CEO, Aesthetics Inc
Vice President, Strategic Space Planning & General Services, Lucile Packard Children's Hospital at Stanford
Jessica Finch, Lisa Burgess, Anne Garrity, Marty Gregg: Best Practices in Interactive and Technology-based Art
Celebrate 30 years with an evening of good eats, drinks and networking!
Join us for a generative jamboree leading towards a transformative new future. Participate in actively celebrating the launch of the next 30 years, a radically new era that will herald more caring environments, and will demonstrate a valuing of the inclusivity of all voices in the shaping of our collective futures. A memorable and transformative celebration – acknowledging our successes, and being inspired by our compelling visions for a more generative new future – that we will each contribute towards the realization of.
, Rippe Associates Food Service Design + Consulting
Director Food and Nutrition Services, St. David's Medical Center
Director of Architecture Austin, BSA Lifestructures
Interior Designer, BSA Lifestructures
This case study and multifaceted presentation will take you through a project journey from inception to completion. The session will discuss the initial challenges that aging hospitals are faced with on a daily basis and areas or transformation that can create a dramatic impact and increase patient, family and staff satisfaction and experience with a facility. Transforming the aging hospital by re-envisioning the food service as a hospital amenity and destination will explore new concepts in food service delivery, servery configurations, dining rooms and kitchen design. The old design style is being rethought to deliver high quality and nutritious food and a quality environment that helps to foster healing and heighten experience and perception of the facility. The session gives an architect and interior design perspective of food Service and facility design. It will demonstrate how a long outdated facility was reinvented that includes design solutions examples and lessons learned.
1. Assess ways to approach initial inception of project objectives and programming
2. Evaluation of food service design strategies
3. Understanding of facility side concerns and goals
4. Understanding of design interventions, successes and post occupancy outcomes
Associate Architecture, TRO
Associate Principal, Director of Interior Design, TRO
Senior Architect Planner, Brigham & Women's Hospital
Brigham and Women’s Hospital (BWH) wanted to reimagine the inpatient care units located inside their 35-year-old tower to reflect the quality of care synonymous with BWH. With 500 of their 800 beds located inside the tower, the potential gains could be significant for both staff & patients. At the project outset, the design team shadowed personnel to gather information on flows, adjacency, communication, ergonomics & noise. Using this current state analysis, a series of countermeasures were incorporated into prototypes; targeting issues identified by the shadowing event. Due to a high tower census, renovations have occurred one unit at a time. As each unit is inhabited, the team reconvenes for a POE involving “lessons learned”. The design of each unit has improved with each iteration, in a cycle of “plan-do-check-act”. This session will address how having a clear vision & desire to continuously learn creates a deliberate & strategic approach to unit planning & outcomes.
1. Recognize methods for analysis of current state and development of countermeasures as a means for making informed design decisions.
2. Research the most current strategies for reducing Hospital Acquired Infections (HAI) in patient care environments.
3. Assess techniques for supporting the ever-changing technology and how to achieve adaptable solutions.
4. Summarize the framework of a post occupancy review, identifying techniques for creating a continuous improvement cycle of “Plan-Do Check-Act”.
Division Director for Facility Planning & Construction Management, Norton Healthcare
Director of Healthcare Design, JRA Architects
Schedule delays, escalating costs, and increasing frustration: these are several of the pitfalls of the clinic design and construction process. Healthcare projects require hundreds of decisions and if just a few are not properly implemented, then significant problems can occur. Preparing a ‘total project budget’ and establishing a defined ‘scope of work’ are a few of the upfront steps, that if correctly implemented, can save much time, money, and stress.
This discussion will include both new construction as well as renovation projects. It will feature methodologies to mitigate and lessen the difficulties of clinic implementation. Steve Wiser, FAIA, of JRA Architects, and David Boome, AIA, of Norton Healthcare, have each built over a billion dollars and millions of square feet in healthcare construction. They will share their expertise in avoiding the numerous pitfalls in order to achieve a successful clinic project.
1. Techniques for successful staff and design team collaboration
2. Achieving patient privacy, safety, and comfort
3. How to prepare a total project budget
4. Achieving patient privacy, safety, and comfort
Senior Mechanical Engineer, Smith Seckman Reid Inc.
Facility Services Director, Methodist Olive Branch Hospital
Executive Vice President, Smith Seckman Reid Inc.
In 2010, Methodist Le Bonheur Healthcare finally received a long awaited CON for an expansion greenfield hospital in Olive Branch, MS, the first new hospital to be built in the state in over 20 years. The business case for the new facility included construction and operating expenses well below industry averages. The owner selected an integrated design and construction team, which utilized the full component of lean processes to deliver the new facility well below budget and ahead of schedule.
The project was the first LEED Gold for Healthcare recipient in the country. The innovative HVAC system selection process yielded a geothermal water source heat pump system, to reduce energy consumption and optimize construction and maintenance costs. Completed in 2013, the new facility now has several years of operations under its belt, with energy performance and overall effectiveness meeting expectations.
1. Understand a new approach to system selection processes, where all impacts of alternative systems are considered and measured
2. Understand the importance of establishing performance parameters before system selection discussions begin
3. Exposure to a relatively new HVAC system concept in the acute healthcare environment
4. Understanding the importance of robust operation/maintenance staff training and orientation prior to facility operation
Principal, Clark/Kjos Architects
Principal and Medical Planner, Clark/Kjos Architects
Director of Stress Relief Through the Arts, Art of Health and Healing
Research Program Manager, Arts & Medicine Institute - Cleveland Clinic
Executive Director, Arts & Medicine Institute at Cleveland Clinic
Expressive Arts Therapy Supervisor, Art of Health and Healing
, Contra Costa Health Services
8:30 AM - 9:00 AM
Alan Siegel, Napoleon Dargan, Nicki Koethner: Art of Health and Healing of Contra Costa Health Services
We will provide an overview and implementation toolbox for Art of Health and Healing(AHH) programming. AHH provides our underserved county patients and staff with a wide variety of creative programming through our Expressive Arts Therapy training program, staff support and training, and healing environments. In an experiential, well imbibe the powerful work of our community arts and psycho-education workshop, Stress Reduction Through the Arts.
9:00 AM - 9:30 AM
Lisa Gallagher, Maria Jukic: Research and Evaluation in Arts & Medicine
The presenters will share their experiences with conducting a wide variety of research projects regarding the use of the arts in medicine. This includes visual arts, performing arts, art therapy, & music therapy. These projects range from the use of surveys to market research to chart reviews to randomized controlled trials. The data that has been obtained is both quantitative and qualitative; and it was gathered from patients, families/ caregivers, and employees. Information learned from the studies will be shared, the importance of applying research in practice will be discussed, and current and future ideas for research will be shared.
Vice President, Project Manager, HKS, Inc
Project Manager, DPR Construction
Chief Facility Officer, Virginia Commonwealth University Health System
Healthcare Core Market Leader, DPR Construction
The renovation of a busy perioperative services floor in an active hospital faces a variety of design and construction challenges that can jeopardize the facility’s bottom line. Although surgical procedures constitute only 11% of a hospital’s volume, it generates 40% of the profits. Surgical site infections derived from unplanned construction impacts can double the hospital's cost of treatment. Learn how the VCU project team expertly planned a multi-phased, 80,000-sq.-ft. perioperative services renovation that transformed the entire floor including 18 operating rooms, two hybrid ORs, an MRI suite, and 5th floor bump out waiting area – all without impacting surgical operations. Landlocked in the heart of a busy urban medical center, strict infection control procedures and innovative phasing allowed the hospital to maintain full surgical operations without compromising patient care or profitability on this logistically challenging project.
1. Discuss VCUHS’s business case for renovating their perioperative services without impacting surgeons’ volumes or jeopardizing patient safety.
2. Learn how our team maintained surgical operations while renovating the perioperative services floor, preserving patient care and VCUHS' profitability.
3. Learn phasing strategies to move a perioperative transformation project forward without impacting FTEs, patient flow, patient safety, or patient care.
4. Discuss lessons learned on replacing aging infrastructure, team communication, and coordinating owner equipment selections.
Associate, Architect, HOK
Interiors Coordinator, NewYork-Presbyterian Hospital
Sr. Project Manager, NewYork-Presbyterian Hospital
Senior Interior Designer, HOK
The US News Best Hospital Report publishes annual rankings designed to help patients identify treatment facilities that are delivering excellence in medical care. In 2016, the magazine has again ranked New York-Presbyterian Hospital as the #1 hospital in NYC and #6 in the nation. Storytelling is used as a way to align consumers to a company’s service by communicating memorable messages and making that business the preferred choice even in a crowded marketplace. Interior design uses visual and experiential stories. With its unique urban context and challenges, NYP’s new David H. Koch Center in NYC embodies the institution’s vision of enhanced and quality care through thoughtful interior environments composed of functional yet attractive details, materials and furnishings, and elevated graphics and art. This presentation reflects on ways the interior design and creative process was used to support the hospital’s mission in providing a positive and memorable patient experience.
1. Examine the challenges presented in the new facility's urban context and discuss how the hospital’s vision was integrated into the design theme
2. Discuss the integration of interior design to develop the institution’s story, and explore design opportunities to enhance and propel the brand
3. Learn about the multi-faceted approach and process to integrating the owner’s vision and unique design aesthetic into the various space types
4. Identify technology innovations and design tools, and discuss how they were used to propel design decisions
About 70 percent of smartphone owners use mobile apps to do various types of “monitoring” on a daily basis. In addition to consumer monitoring, clinical monitoring occurs in more arenas than ever before: in homes, in clinics, and patient care units that traditionally have not utilized monitoring. Taken separately, each of these applications of monitoring technology have benefits in terms of patient care and outcomes. But is there an added benefit of their aggregation? How do these new technologies impact facility design and operations? This session addresses trends and drivers; space programming considerations; infrastructure planning and technologies associated with patient monitoring and big data.
1. Assess the trends and research that support the increased use of monitoring
2. Identify different monitoring technologies used in hospitals and their planning considerations
3. Examine the impact of remote monitoring, telemedicine, and ACO connectivity on hospital infrastructure and design
4. Discuss the implications of big data and its potential effect on facility design
Vice President & West Region Area Manager, Broaddus & Associates
Principal / Architect, Page
Chief Operating Officer, University Medical Center of El Paso
University Medical Center in El Paso recently opened two new 46,000 square foot outpatient clinics, based on one prototype. This session, presented by the Owner, Architect, and Program Manager, will cover a myriad of lessons learned through the programming, design and construction of these beautiful new clinics.
Topics will include:
The Owner's goals and operational model for the clinics
The Architect's recap of the design process used and key decisions made
The Program Manager will provide insights into the benefits of having one contractor build two facilities simultaneously
All the presenters will share the aspects that contributed to the success of the projects and what they might do differently today Gain some insights into state-of-the-art outpatient clinic design and operations that may help you on your next project!
1. Learn about the Owner's goals and strategies that led to the prototype clinic concept
2. Understand the decisions that led to the programming, design and construction of the facilities
3. Gain insight into the pros and cons of building two nearly identical facilities simultaneously
4. Obtain information about the lessons learned from these model facilities
Evidence Based Design Research Specialist, HGA Architects and Engineers
Patient Advocate, ThedaCare
Project Designer, HGA Architects and Engineers
Vice President/Healthcare Principal, HGA Architects and Engineers
Inspired by the collaborative Medical Home Model and supported by Evidence-Based Design, healthcare organizations are taking a “mind, body, spirit” approach to planning cancer centers that address clinical and emotional health. This program examines how ThedaCare planned its Regional Cancer Center in Appleton, WI, around three guiding principles: holistic medicine to celebrate human life; patient experiences that engage community members into the planning process; and Lean planning and Evidence-Based Design that links design with metrics. The cancer center includes a multidisciplinary platform of diagnostic, treatment and infusion services, as well as behavioral health, nutrition, physical therapy, acupuncture, yoga, and music therapy. To achieve goals, ThedaCare’s enlisted a Patient Advocate to keep the patients’ perspectives front-and-center. Through this data-supported presentation, attendees will envision a holistic approach to cancer care that celebrates life and hope.
1. Learn how to expand the vision of cancer centers to address holistic care through “mind, body, spirit.”
2. Learn how to engage a Patient Advocates in the planning process to identify Keystone Experiences that resonate with patients, family, and community.
3. Learn how to combine Lean strategies with Evidenced-Based Design to achieve efficient workflows that support holistic, patient-centered care.
4. Develop tools to track the success of your cancer center--from the patients’ perspective and operations perspective.
Director, Art for Recovery
Houston Methodist Center for Performing Arts Medicine Program Model; Value of NOAH to the Field; NOAH Membership Meeting; NOAH Interactive Conference Feedback and Concluding Remarks
VP Healthcare / Director of Strategic Planning, Gresham Smith & Partners
The final destination of Americas healthcare system is vividly clear. The political smokescreen by both parties can no longer hide the cost increases and socioeconomic damage. Sauvé frames the magnitude of change required for a balanced budget and generational commitment ahead. The megatrends of true consumerism, big data and virtual care connectivity are driving us to tomorrows delivery model. Mergers and acquisitions continue to seek cost reductions through economies of scale, delivery networks are expanding through retail clinics and freestanding EDs. Todays master plans are complex endeavors, as systems rationalize services across a region. True physician partnerships and new leadership skillsets are required to navigate this politically volatile landscape. Effective teams require cultural cohesion across four generations of employees. This smart, data-rich and entertaining presentation frames market forces, cultural shifts and technology drivers of tomorrows healthcare system.
2. Assess the latest innovations and technology advancements transforming care delivery from retrospective and reactive to personalized and predictive.
3. Understand the complexity, political sensitivity & workforce implications of master planning as systems seek to rationalize services across a region.
4. Follow the money, from our trillion dollar, healthcare-driven, national debt to root causes, wasteful practices& proven solutions in value-based care.