Conference By Day

Kick off your 2022 Symposium with breakfast and say hello to your friends and colleagues.

HFSE Registration will be on Level 1 of the Long Beach Convention Center

Join us for our welcome ceremonies to kick off your 2021 Symposium!  Stay for our opening keynote  which will be annonced in late spring of 2022. Please check back for more details. 
 

Sponsored By:

The terms “tele ICU,” “virtual ICU,” “remote ICU,” and “eICU” all refer to the same care concept; a centralized or remotely based critical care team (intensivists and critical care nurses) is networked with a bedside ICU team and patient via state-of-the-art audiovisual communication and computer systems. With on-demand intensivist expertise, early ICU provider intervention, and remote monitoring, TCC can Improve patient clinical outcomes, standardize the quality of care, reduce interfacility transfer, accommodate additional support during surges in patient volume, and ensure consistent service for critically ill patients. As the volume of critical ICU patients increases across Kaiser Permanente, TCC will enable proactive and on-demand care delivery at patient’s bedsides, to provide high-quality, equitable, affordable healthcare and improve the overall care experience.
 

LEARNING OBJECTIVES:

Despite the mission to preserve and maintain human health, many health systems realize their impact on environmental health and carbon emissions. Reducing their energy consumption can cut carbon emissions and greenhouse gasses and improve air quality. The opportunity to reduce operational energy begins early in design. Building size, shape, orientation and location of glass are as crucial as efficient HVAC systems. Advanced analysis tools help designers make more informed decisions that affect energy performance and comfort factors, like high-quality daylight and thermal comfort. The greenest building is the one already built, largely due to emissions from building materials – known as embodied carbon. New analysis tools help designers make better decisions about reducing embodied carbon in projects, such as using more wood, which sequesters more carbon than it emits; minimizing cement, the most carbon-intensive part of concrete; and reducing overall materials, which also saves money!

Ships stuck at sea. Warehouses either empty of or stuffed with goods. Microchip and component shortages. Financing deadlines missed. Construction projects delayed and, ultimately, patient care impacted. Thanks to the pandemic, and the socio-economic and political impacts it has wrought, our interconnected global supply chain remains fragile. This upheaval has led to a cascade of crises across the design and construction industry—from impacts to projects, labor and financing to the demise of just-in-time. But, with disruption comes opportunity and innovation, and those who lack the agility to change may find themselves left behind.
 
In this panel discussion, Sean Collins (Cedars-Sinai), Tony Blakely (Emanate Health) and Jason Earnhardt (Austin Commercial) address the supply chain realities facing our industry. These experts will share strategies that have proven successful, including new approaches around diversity, equity and inclusion in the labor force; project delivery and prioritization; procurement and materials acquisition; and buffering for escalation. The panel will explore ways to future-proof the process from other potential calamities. How teaming and collaboration may reveal answers. And that the lessons of the past are not applicable to our new reality.

Establishing a comprehensive “care coordination command center” can transform a hospital’s approach to improved operations and management. These command centers employ a multi-disciplinary team approach to manage holistic building operations and the patient and caregiver experience to ensure the best outcome for everyone and the most efficient use of resources for the healthcare system. Care coordination command centers are most successful when caregivers and healthcare administrators collaborate with designers, engineers, and vendors to design a facility with the patient and the caregiver at the center. This presentation, given by an academic healthcare organization executive, engineer, and healthcare technology advisor will discuss potential strategies using patient and caregiver input, real-time data, operational planning, and technology to design new models of care while improving efficiency, reducing medical waste, and creating a better patient and caregiver experience

In this session we will walk you through the process of building a brand new community and patient centered comprehensive Cancer Center program from scratch. Inspira Health's System VP will share challenges and opportunities to build the program: focusing on operations and partnerships, including services and specialties that complement each other, the importance of patient engagement and the difference it makes when you implement strategies that supports community; focusing on the Patient's Journey so they and their loved ones feel supported, safe and heard. You will learn how designers, clinicians and patients worked together as a team to realize the vision for the Leading Edge Cancer center, designing spaces that not only support but foster collaborative approach to care between specialties. This session will share lessons learned after 2 years of opening: - Was the envisioned Journey realized? If not, what were the obstacles? - What is staff saying? - How are patients responding?

The session will present information detailing the use of pre and post occupancy evaluations in the utilization and effectiveness of space. With the pressure and challenges in healthcare, these evaluations measure results of the major investments made for a facility. One main award-winning academic trauma center will be highlighted. The session will present from a clinical, architectural, and facilities perspective. One of the goals in the post occupancy evaluation will be the performance of the built environment, which will be shared through lessons learned, including: 1. The use of virtual reality both in design and education of staff and medical students prior to occupancy. 2. The outcomes of creating a behavioral health module in the ED 3. The effects of variations made to processes and space due to the COVID pandemic.

Today’s consumers have more choices than ever when it comes to where and how to receive care. As the healthcare landscape shifts with new trends around expectations, engagement, and consumerism, there is an opportunity to rethink the patient care experience to stand out in a competitive market. This interactive session will share an overview of two different health institutions’ strategies (Columbia University Irving Medical Center and Hoag Memorial Hospital Presbyterian) for expanding ambulatory care services into the community and how distinct goals and geographic market trends drove the facility design. Attendees will learn unique design and project implementation approaches and how to align this to an institution’s vision and business planning objectives.

LEARNING OBJECTIVES:

 DESCRIPTION: While every project has its obstacles, working to build a team culture is a consistent challenge, and one that has been increasingly difficult in the virtual age as we continue to deal with an ever-changing project landscape. To help nourish a collaborative, innovative culture the right tools need to be selected to create a resilient team ready to tackle what may come their way. This case study will go through the process of selecting the right tools; from how they originated, the why behind the selection, and how to leverage these tools in a meaningful way optimizing value and efficiency. In a world where one day we may be able to meet in person and the next day have to meet virtually, there are increasing challenges to create a team culture to help move a project forward. Our goal is by sharing our teams experience with various tools others can utilize our findings to help optimize an integrated project delivery system to build resilience and nourish a team culture.

The need for resilient Healthcare facilities continues to be a hot topic. While Distributed Energy Resources (DER’s) have frequently been implemented at healthcare facilities (Photo Voltaics, Fuel Cells, Battery Storage Units), the concept of a healthcare microgrid with: DER’s, common bus and controllers is still relatively new. Challenges and benefits of this approach will be presented along with current development of projects that incorporate healthcare microgrids. The concept of Healthcare Microgrids as Emergency Energy Source will be discussed as well.

In an ideal world, before the selection of every new site for healthcare facilities, a full market assessment would be done by a strategic planner. However, sometimes this is not possible with the given resources – the expertise is not there, the funds are not there, or there simply isn’t the time as we saw when selecting sites for temporary COVID care facilities. With resource constraints, however, a quick-hit market assessment can be conducted to choose between alternatives or at least inform stakeholders of the benefits and drawbacks of the site. The presentation will look at several examples to teach attendees how to recognize opportunities to reserve capital resources and utilize public information sources to research potential markets.

Decentralizing care using outpatient clinics is ideal for bringing accessible primary care & specialty services to communities that can't or don't want to travel to urban medical centers. To facilitate this delivery of care, clinics based on Patient Aligned Care Teams (PACT) utilize evidence-based design strategies as a basis for better delivery & outcomes. Before COVID-19, these clinics concentrated on 2 core modalities: primary care & mental health. The innate flexibility of the PACT module provided minimal impact on surge & adaptability planning due to COVID-19 & increase in telehealth usage. This allows for integration of evolving treatment modalities, new processes & practices, & expansion of whole health & specialty care services. Speakers will explore the development of an outpatient clinic using the PACT model, with key takeaways on strategies implemented prior to the pandemic, its pivot during the pandemic, and best practices to build in flexibility for future populations.

This session will be announced by June 2022. Please check back for full details. 

Join us for lunch as the Symposium Distinction Awards and the Founder's Award are presented. You can learn more about the Symposium Distinction Awards and submit an entry here. 

We will also kick off our 2022 raffle.  This year's charitable donation will be announced in the summer of 2022. 

ACHA’s 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.

For all HFSE registered attendees who plan to attend this session please complete this form from the ACHA.  Thank you. Form coming in May.
 

As medical office space and preventative care is at the forefront of many healthcare system needs, and speed to market is being pushed to the limits, it’s important that we move forward to meet future needs. Adaptability, flexibility, and patient-centered care are now being combined with increasing focus on staff security, infection control and comfort as organizations focus on staff retention and recruitment. This presentation brings perspectives from both the facility planner and architect and demonstrate how to program, plan, and design medical office space. We will discuss how to balance patient expectations and staff needs.

Covenant Health Covenant Health, the largest health care institution in the West Texas and Eastern New Mexico region, was in the design of a denovo $75M hospital when the acquisition of Lea Regional Medical Center (LRMC) was completed. The two facilities, which served the same market, created a new set of design considerations and required a new approach. Overnight planning parameters changed. Existing service lines of LRMC were no longer in competition but had to be analyzed for their role in overall care for the region. Patient volume calculations needed to be updated, staffing needs and legacy staff expectations upended previous user assumptions, and divergent brand strategies had to be realigned. This session will review the design team's pivot to this new set of parameters, the planning strategies in place that allowed the team to flexibly adapt, and the complexities of incorporating the acquisition costs of existing assets into your modeling for your new facility investment.

Obstetrics has changed dramatically over the past several years. While women-of-child-bearing-age remains 15 to mid-40s, the age gap of first-time mothers has widened toward two extremes with more younger teenagers and older women giving birth for the first time. This, paired with socio-economic impacts, provides an increased volume of higher-risk mothers and babies. Multiple surveyed facilities will be compared, with both quantitative and qualitative data being presented. Each have a greater percentage of high-risk mothers which impact the design solutions while addressing external influencers – market forces, patient populations, facility conditions, site constraints, continued operations, etc. While each provides institution-specific goals they each address four common goals: improve the patient and family experience, maximize operation efficiencies, reflect and respond to market, prepare for inevitable change.

For the fourth year, we are offering the Healthcare Providers Only Roundtable.  The purpose of this roundtable is to create an environment for individuals employed by a hospital or healthcare system who oversee capital construction projects to gather and openly exchange ideas.

In past years, we have discussed the following topics: 

• Departmental organizational structure and administration 
• Departmental services and standards
• Management of information
• Professional services, contracts and project execution
• Department organization; staffing metrics; relationships with other departments
• Standards – what, why and how; role in branding
• Diversity & Inclusion – what are people doing with their consultants; do you have a program

This year we are looking for input from healthcare providers on topics they would like to discuss.

This session will run from 1:45 pm to 4:00 pm with no break.

This session will only be open to those attendees employed by hospitals or health care systems. Information on how to sign up for this session will be sent to paid registrants who are employed by a hospital or health care system. If you have any questions please email jenabeth@jdevents.com

When Bon Secours Mercy Health (BSMH) wanted consistency throughout their system design standards, they decided to bring on a design team to help them think through these standards. The objectives for BSMH included reviewing the owners’ new greenfield sites, upgrades to facilities and infrastructure, and outpatient components. These components are significantly different from inpatient in terms of technological and system life expectancies, maintenance needs, and performance. In this session, see the data-driven results and lessons-learned as BSMH’s Director of Infrastructure, Jonathan Hunley, BSMH’s Molly Ironmonger, and CMTA Vice President and Principal, Kevin Mussler, showcase why BSMH desired improvements, how the design team and owners came together to execute the project, and how the operations team can use this new and improved facility and approach moving forward.

The United States National Academy of Medicine has launched an Action Collaborative, focused on helping the US Health Sector to decarbonize. The Collaborative brings together healthcare leaders from the most influential of organizations, including the President of AHA, senior leaders from HHS, CMS, and TJC, and numerous healthcare CEOs. This session will describe the work of the Collaborative, and how ASHE members can become leaders within their own organizations on this most critical of healthcare issues.

Hospitals are faced with competing timelines, resources and schedules when moving through the Procurement Process for capital equipment sourcing and buy-outs. We will discuss how to tackle multiple projects on various timelines to ensure equipment comes in on time and under budget.

While on the precipice of a worldwide pandemic, University Health System embarked on a mission to improve and advance women’s and children’s health needs in the San Antonio community with the design and construction of a new patient tower project. During the early stages of the design process, the goal of incorporating high performance design concepts with the clinical mission were heavily discussed, studied, and eventually integrated. During this interactive engagement, an analysis of engineering design practices and how they sync with the performance of the building façade were measured and quantified. Presenters will share how functional, adaptable, and sustainable goals for this project were challenged with budgetary and operational cost models, and how upfront investments in envelope and building systems innovations can inform design to optimize effective, long lasting, and safe care delivery.

For the fourth year, we are offering the Healthcare Providers Only Roundtable.  The purpose of this roundtable is to create an environment for individuals employed by a hospital or healthcare system who oversee capital construction projects to gather and openly exchange ideas.

In past years, we have discussed the following topics: 

• Departmental organizational structure and administration 
• Departmental services and standards
• Management of information
• Professional services, contracts and project execution
• Department organization; staffing metrics; relationships with other departments
• Standards – what, why and how; role in branding
• Diversity & Inclusion – what are people doing with their consultants; do you have a program

This year we are looking for input from healthcare providers on topics they would like to discuss.

This session will run from 1:45 pm to 4:00 pm with no break.

This session will only be open to those attendees employed by hospitals or health care systems. Information on how to sign up for this session will be sent to paid registrants who are employed by a hospital or health care system. If you have any questions please email jenabeth@jdevents.com

Healthcare Design 5.0 is a launching pad into the future.  It focuses beyond the horizons of the previous generations of healthcare design to clearly articulate new, and very practical, ways forward.  Have you   ever wondered: ‘How can I get ‘out-of-the-box’ and raise the bar on creating higher performing and more effective environments for health and healthcare?’  If you have, then investing an hour in participating in this program could be the golden opportunity you’ve been hoping for. 

This is a unique invitation to expand our vision and survey the future, from the summit of the highest mountaintop – viewing great distances into the future and the complete 360-degree panorama – providing sightings of emerging opportunities for courageous trail blazers and aspiring leaders of our new futures to profoundly improve the mainstream practices in health, healthcare, and design.

In this interactive and participatory, experiential workshop, we will peer into the crystal ball and engage together as we discover new possibilities and explore their relevance, impact, feasibility, and practical value. 

LEARNING OBJECTIVES:

1:  Learn how to identify and describe the previous four generations of healthcare design.
2:  Learn how to articulate and describe the new generation of healthcare design with its benefits.
3:  Learn practical applications of Healthcare Design 5.0 for immediate implementation.
4:  Learn how to apply Healthcare Design 5.0 innovations within their own, respective, contexts.

Let's celebrate 35 years of the Symposium during our grand opening of the exhibit floor and the Symposium Party. Drinks and appetizers will be offered. This is a great way to end your first day of the Symposium! 

Join us your fellow conference goers for breakfast to kick off your second day!

What is a day in the life of a Young Adult? Instantly, we think of a safe, supportive environment in their home and a daily journey to work, classes, or play. But, for an 18-30-year-old with medically complex issues, admitted for Long term care, Physical & Occupational Rehabilitation, how do we create environments to support and celebrate their daily life? This project will be the first few homes of its kind for Young Adults with high-need clinical care intricacy with an outlook to be a national model. It is an opportunity to fulfill the Young Adults Daily Living, Mobility, and Rehabilitation. The aspirational goal is to support and celebrate their success and happiness despite their struggles and challenges and educate and empower residents to lead their daily lives. This session will discuss planning strategies to create spaces that feel like a small home within a residential neighborhood and how the designed environment can enable healing by a person-centered care approach.

Better Healthcare and Healing is an essential need for First Nations Communities. Generations of trauma and a structurally racist system have reeked havoc on the physical, mental and spiritual health of Indigenous Peoples. But now we are at a Crossroads. Indigenous Communities are taking charge of their own Healthcare and Healing. And Bottom Up LEAN planning can help everyone make things better. Our process is research based, data driven, and works "with not for" Indigenous Communities to empower them to use a building project as a catalyst for change. Together we take listen to the Truth and take an unvarnished look at the challenges faced for Health and Healing. We then empower the staff and community to lead the change and design a new path for health and healing that best serves the real needs and addresses the real challenges. This leads to projects that are transformative for the way health and healing are delivered, and buildings that embody a path to Make Things Better.

Many patients spend their time in the healthcare ecosystem detached from the world around them. Can virtual reality be the solution? This technology is proving effective in changing the patient experience through the power of creating extraordinary moments for populations where life has become limited. Virtual reality creates opportunities for patients to live beyond the four walls of a hospital in a way that maintains connection to the outside world - by delivering meaningful, immersive experiences. Health systems are now equipped with the power to change the nature of the patient experience with this technology, fostering a positive and healthy relationship between the healthcare ecosystem and the patients we all serve. In this session, Kyle Rand will discuss how a technology-based approach enables a next generation experience, and Nikki Caputo will discuss the success she sees at UCHealth, demonstrated through impactful patient case studies and successful partnership outcomes.

Boston Children’s Hospital new 14-story, 600,000-square-foot tower is among the most advanced healing spaces in the country. The tower’s numerous clinical and infrastructure features are designed to advance the future of pediatric healing spaces. Many leading technologies have been incorporated including a trolley MRI system, specialized air handling and several leading sustainability features. Join members of the project team for a view of this amazing new facility and a conversation on its many innovations. The discussion will include best-practice design for patient/family and provider satisfaction, operational efficiency, sustainability, and incorporation of leading technologies to optimize patient care. The team will share how significant constructability challenges were overcome and how the various partners collaborated to achieve success. Panelists will also reflect on the facility’s post-opening assessment and how the facility’s models are performing in the real-world setting.

Twenty rural hospitals shut their doors in the U.S. in 2020, exacerbating a crisis that has made access to healthcare in rural settings more and more difficult over the past decade. There is no question that health systems across the country have been shifting care delivery from centralized hubs and moving key services into more rural and community settings. Speakers from community health systems across the Southeast will discuss the following topics: How the Certificate of Need process, or the absence of one, helps or hurts plans for growth and expansion to serve patients closer to home Strategies to address flexibility and adaptability for future growth and facility changes. Which lessons learned from COVID-19 will impact long-term planning, particularly for smaller and rural facilities who feel a larger impact from increasing non-revenue generating spaces. Effective design or operational strategies for hiring and keeping nurses and providers in the community hospital setting.

This keynote will be announced in the summer of 2022. Please check back. 

Sponsored By:

Visit with the our exhibitors who are eager to provide products and solutions for your latest project.

Our design team galleries come alive in these 15 minute sessions where you hear about the projects featured. NEW this year there will be 2 design solutions theater so double the chance to hear about the latest projects in this exciting format!

Art can transform lives. At the Centre for Addiction and Mental Health (CAMH), a rich collection of Therapeutic Art Installations engages people on the interior and exterior, provides positive distraction, and contributes to wayfinding and landmarking. Learn how a clearly defined Design Vision can help achieve excellence. Find out how the integration of art supports the Recovery Model of Care, and how input from the entire CAMH community – shaped the buildings, interior design, and the selection of art, to help transform lives. At SickKids Hospital, an innovative approach to integrating art was inspired by a Patient/Family Engagement Process for a renovation of the Blood and Marrow Transplant/Cellular Therapy (BMT/CT) Unit. Learn how we can design spaces that respond to the needs and interests of the diverse population in pediatrics, and how their stories and struggles can inform the design and engage patients to BE the artists who personalize/transform their space and experiences.

The Tanana Chiefs Conference, Chief Andrew Isaac Health Center in Fairbanks, Alaska supports regional and sub-regional clinics for a 235,000 square-mile catchment area around the Yukon and Tanana rivers. The Conference is an Alaska Native non-profit corporation and traditional tribal consortium, charged with advancing Tribal self-determination. The new 108,000 sq. ft. Ambulatory Care Center fills a significant void in the patient service area. Prior to the planning and construction of this facility, patients were required to travel up to 360 miles, limiting access to crucial diagnostic and interventional treatment services. Incorporating Tanana Chiefs culture into the center was also imperative for success and acceptance of the planning and design. Cultural committee and patient representatives participated throughout the entire design process. This presentation demonstrates the health systems drive to reduce health disparities while prioritizing an inclusive and interactive approach.

As NICU care continues to become more complex, a greater focus on family-centered care has led to the implementation of single-family rooms (SFR). An interdisciplinary team with members from healthcare, communication, and design conducted a pre- and post-occupancy evaluation of a NICU moving from an open bay to SFR unit with decentralized nurse stations. The focus of this research was to analyze the effects of the differing models on staff efficiency and satisfaction. Data collection methods included staff surveys, focus groups, occupancy counts, time studies, and communication documentation. Survey results indicate NICU staff had significantly higher perceptions of efficiency and design satisfaction in the new environment. More than half of all interactions were less than 1 minute. Presentation will further detail research outcomes so that attendees can gain a diverse perspective on the various aspects of NICU nursing unit models and their impact on efficiency.

At the start of 2020, Cedars-Sinai began designing a 26-bed adult bed unit in Saperstein Tower, with the aggressive goal of opening in March 2022. Sixteen weeks in, the team was asked to study a pediatric unit in parallel. Shortly afterwards, Cedars-Sinai received the largest gift in its history, which enabled the development of an entire pediatric program that would include inpatient and outpatient care, research, surgical, and other clinical specialties including recruitment, branding, marketing, and implementation, resulting in a unique play by play design process that forced the project team to remain nimble and pivot where needed. This is the story of how the leadership of a large academic medical center changed their traditional project delivery process, worked closely with the project team to overcome many unforeseen challenges, and paved the way to deliver the landmark facility of Cedars-Sinai Guerin Children’s.

The Access and Functional Needs Guidebook, developed by Pomona Valley Hospital Medical Center under a grant from the California Community Foundation and with the assistance of the California Office of Emergency Services, will be described in detail. The intent of the Guidebook is to assist hospital emergency preparedness managers in developing their disaster programs to meet the needs of AFN populations, as required by new CMS regulations. Content includes: 1. List of 24 AFN communities and dozens of sub-communities 2. List of “best practice” hospital AFN policies and procedures 3. List of websites for best AFN agencies and organizations 4. AFN Risk Assessment tool.

Visit the exhibit floor one last time for an ice cream treat and to thank the exhibitors for their support of the Symposium.

As the demand for behavioral health programs increases nationwide, the ability to proactively conduct a comprehensive strategic planning initiative is the key to defining, and sustaining, a behavioral health facility’s long-term success. Integration of these resources into the larger strategic business plan can assist in sustainable growth, as well as strengthen and improve existing service lines through cross-referrals and enhancement of patient navigation. This session will focus on the application and execution of licensing, regulatory and accreditation standards, as well as design, construction and financing of this specialty care facility. With The MetroHealth System, we will explore how efficient use of existing real estate, innovative design and programming, and a clearly defined operational roadmap led to successful navigation of the complexities from “concept” to “ribbon cutting” to operational excellence in this competitive market during an unprecedented pandemic.

Weingart Towers is a revolutionary new concept in addressing homeless. A partnership of Weingart Center and the Chelsea Partnership – a twin tower project of 382 units is the largest project addressing homelessness in Los Angeles. In the heart of the Skid Row neighborhood in downtown Los Angeles - this high-rise project is core to the mission of the Weingart Center’s nonprofit mission “providing homeless individuals with the basic tools necessary to stabilize their lives, secure income, and find permanent housing. Weingart empowers/transforms lives by delivering innovative solutions breaking the cycle of homelessness. Homelessness is a basic community health issue with collateral impacts across the entire healthcare spectrum. In addition to providing affordable housing and transitional living facilities – the Weingart Center offers opportunities for residents to find medical care, mental health treatment, job development, addictions recovery - treatment for the whole person.

Using Lucile Packard Children’s Hospital | Stanford as a case study, this presentation covers the various aesthetic considerations of a major hospital renovation project. Because LPCH more than doubled its footprint in 2017, the West building completed in 1991 now requires extensive remodeling to match the quality of the expanded facilities. Known as Packard 3.0, this facility reconstruction avoids the dichotomy of new vs. old, hoping to prevent feelings of neglect. Both buildings are located at the same address—connected by an architectural bridge—but joining the two spaces physically is not enough. Representing the Space Planning & Transition team, Jill Sullivan will co-present with the hospital’s Art Curator and Head Art Consultant to examine the importance of aesthetics when designing an inclusive environment. Topics include utilizing a color matrix and standard signage to create unity and the integration of an art collection to reinforce visual equity and overall cohesion.

After 166 years caring for complex pediatric patients, Children’s Hospital of Philadelphia set a course to open their second hospital in King of Prussia, officially named the Middleman Family Pavilion. This second hospital required CHOP to transform their care delivery model from a world class pediatric trauma center and teaching environment, into a community hospital setting. The facility design of the Middleman Family Pavilion created intentional ties between the two hospital campuses, requiring patient transport, materials management, physician specialty consults, and other key services to re-imagine how they could deliver care within two hospitals. The operational planning required detailed design of the facility, technology, reporting relationships, and staffing model. Come hear about how the leadership team charted a vision for the new hospital and incorporated lessons learned from nationally recognized pediatric hospitals and their consultant partners – ECG and Covalus.

As COVID-19 spread through the United States in the Spring of 2020, BJC HealthCare was in the early stages of design for a new 280-bed patient tower. BJC was able to turn this into a unique opportunity to pause and reflect on the current design and implications of a pandemic on the built environment. Together with BJC, the Design Build Team formed an evidence-based process by which they could collect data, garner input, vet ideas and prioritize potential design changes. While thinking of a future changed by the sudden crisis a myriad of solutions were brought forward. This presentation covers how the design-build process aided in the evaluation of these ideas. Bringing together perspectives from the client, builder, engineer, and architect we will study the solutions conceived and explore how they were prioritized within an identified budget and construction schedule. Finally, we will share how the outcomes from this exercise are being implemented throughout the BJC HealthCare system.

Community hospital ED spaces are facing new challenges related to treating patients with behavioral disorders. Suicides, suicide attempts and assault on caregivers has increased. New protocols related to the suicide risk assessment screening has resulted in a large percentage of the ED patient population requiring “sitters” outside ED rooms 24/ 7 for suicide prevention. The average length of stay for typical ED patients is measured in hours by ESI level. For behavioral patients sometimes the ALOS is measured in days, due to IP bed shortages and complexity of care to discharge. The resulting impact of this growth in behavioral patients and long ALOS is to bottleneck throughput for most ED’s. A more innovative approach was required to rethink the workflows for the ED. This work was programmed, planned and designed before the new FGI Guidelines 2022 update for behavioral ED’s. Many of the new FGI 2022 recommendations will be highlighted in this presentation.

It is estimated that over half-million people experience homelessness in the US every night. The impact on physical/mental health on individuals and families as well as cost to communities is staggering. There are 60,000 homeless individuals in the County of Los Angeles alone. Individuals are housed every year, but some fall back into homelessness. Homelessness has increased due to the pandemic. The County of Los Angeles embarked on numerous initiatives to combat this problem. One of those initiatives, The Lotus, an interim housing facility, opened its doors in 2020 to 120 homeless individuals. Its goal is to give this most vulnerable population a place of refuge, comfort, and wellness. Two years later, what was the impact of our efforts? In this session, we recap the programmatic and design challenges faced and solutions developed, share lessons learned and present findings of the benefits the program had on the health, wellness and quality of life for our country’s most vulnerable.

The last 18 months brought an onslaught of climate-related disasters, along with news that these events, and climate change overall, will get worse before they get better. Healthcare institutions continue to reel from the pandemic, but they also need to prepare for a less certain, more strained future of worsening disaster events. Climate-readiness can be daunting. This session will share straight forward processes and principles around resilience planning & design for healthcare, answering pressing questions like: What is climate resilience? How does climate change impact planning for buildings intended to have a 50+ year life? What will this cost? How do teams balance climate resilience with other competing needs? British Columbia, Canada is a global leader in mandating resilience planning and design. Released in 2020, these requirements influence all BC healthcare design. Leading-edge case studies offer strategies & design processes applicable to all healthcare projects.

The Baptist Jacksonville Entry Building/Wolfson Children’s Critical Care Tower project was designed to completely reorient this flagship medical center. The entryway will connect patients and visitors to the world-class services available at the campus. The Critical Care Tower comprises five floors dedicated to pediatric critical care, including a 92-bed high-level Neonatal Intensive Care Center and a 35-bed PICU with acuity-adaptable beds. The Tower integrates with the existing adjacent high-risk obstetrics and neonatal delivery center, making the ICRA and phasing plans key to the success of this project. Every aspect of the Critical Care Tower was designed with patients and families in mind. Along with state-of-the-art technology, the hospital expansion maximizes natural light, which is proven to promote healing in infants and children, as well as postpartum mothers. This addition will also house the first MRI of its kind that does not require pediatric immobilization.

Physical and cyber security threats during the pandemic and during unprecedented civil unrest are increasing nationwide. From behavioral health patients, disgruntled patients, gang retaliation, and active shooters to domestic violent extremists, anti-vaccine activists, and racially motivated extremists, the list continues to grow. This presentation is Part II of last year's presentation "In the Line of Fire", in which nationwide hospital risk assessment common findings were lightly discussed. Now, this follow-on presentation gets into the details of these solutions, revealing actual proven examples from the field. Examples will include photo and video illustrations of solutions implemented at each layer of protection from the outer perimeter all the way internally to the people, PII, and high-dollar materials. This best-practice sharing is invaluable to clinical staff, facility managers, healthcare architects and engineers in their molding of the healthcare environment.

Join your fellow attendees, speakers and exhibitors for a Happy Hour before heading out to enjoy Long Beach! Drinks will be provided and light appetizers.

Venue to be announced in the summer of 2022. 
 

Happy Hour Gold Sponsor:

Happy Hour Supporting Sponsors:
 

Prefabrication has been proven to support owner objectives in reducing the overall schedule for hospital builds and can be implemented to achieve fast-track construction. Learn how JV team Gilbane | Massaro achieved outstanding results utilizing off-site prefabrication at the Allegheny Health Network’s (AHN) New Wexford Hospital and Parking Garage project in Wexford, PA. During this session, the team will conduct a deep dive on the prefabrication process. They will share the challenges and benefits of prefabrication on this hospital project and highlight key opportunities for prefabrication including racks for duct, plumbing, HVAC piping and insulation. They will also give recommendations, lessons learned and best practices for future prefabrication opportunities. This Lean process is the future of construction in the healthcare sector and when strategically planned from day one with all parties, owners can expect their schedule and cost objectives to be achieved through its use.

As the need for clinical operations to become even more nimble and cost effective while addressing speed to market Facility Standard Designs are becoming even more important. Institutions need to have design standards that reduce both design and construction times are easily replicated and reduce costs and errors. Standard designs need to address most clinical scenarios for longterm flexibility; represent good clinical practices and facilitate infection control best practices. Standard designs expedite construction for high count spaces, reduces shop drawings and mill-work production errors as well as reduce field errors due to repetition of installation. For Standard Designs to work all team members on the same page, Hospital Leadership, Clinicians, Hired Consultants and Contractors.

This session investigates how the built environment supports or inhibits staff communication and teamwork through the exploration of the Indiana University Health West Vertical Expansion project, post-occupancy. Communication lapses are a root cause of medical errors. Conversely, teamwork between clinicians improves care quality, moderates’ safety lapses, and results in improved patient outcomes. In healthcare environments, face-to-face communication may be of relevance as it supports the impromptu forms of communication that are important when dealing with emergent, critical conditions. We evaluate how the patient unit impacts patterns of staff communication and teamwork on two distinctly different units with the exact same footprint within the same building. We will also demonstrate how the incorporation of acuity adaptable rooms impacts staff work while maintaining flexibility.

The University of Loma Linda Medical Center opened its doors to a 983,000 Sq Ft hospital consisting of a pediatric tower with 96 beds and an adult tower with 336 beds. HCAI reviewed 60,000 inspections to receive Certificate of Occupancy. The number of inspections placed significant demands on the team. It would not have been possible without FreightTran QCView, an automated solution for tracking and reporting the inspection status. McCarthy used the visualization and reporting capabilities of QCView to keep the project on track. The Location reference Drawing was utilized for inwall inspections to markup walls. Subs used QCView’s Visual Fragnet map to create overhead inspection requests. These tools provide real-time, visual status updates that enable the team to see the status of the project. SBS was the Inspector of Record and found QCView’s ability to associate TIO’s, RFI’s, and submittals with each inspection to be invaluable to ensure accurate reporting of the inspection status.

Value based design is at the forefront of design of healthcare facilities. What if you had a chance to build the same project three times in a row? We will explore the business case, principles, and adjustments that took place over the evolution of the initial and subsequent commissions. We will also explore the changes to healthcare delivery that created and impacted these changes.

Patient Room Restrooms are something every architect and owner spends time considering and designing. After 15 years, and 6 bed tower projects for Houston Methodist we have had the unique ability to continually develop a restroom model. Big and small changes were made and tested over time for an ever-evolving restroom model. These lessons learned came through input from diverse user groups and patients across Houston Methodist healthcare system. We will discuss the many iterations of the evolved restroom. Looking at general location of the restroom in relation to headwall regarding travel distance vs. useable wall space, down to the ideal drain type and location for both patient maneuverability and aesthetics. Storage is a constant challenge and we will look at the niches for utilitarian use and shelving for patient use and satisfaction. The team will discuss their best current solutions, as well as share their thoughts about continued evolution and future directions.

Session will outline design requirements and lessons learned from a major, metropolitan hospital addition to provide 24 new ORs (with 6 future ORs included) and 90+ new patient beds. New Operating Rooms include full robotic capability and full OR integration systems in each OR. This presented multiple design challenges to integrate these technologies. Also, this project provided the design of all Operating Rooms on a dedicated floor with Pre-Op/PACU spaces on a separate floor (with sterile elevator system between these two floors). This is one of the first inpatient hospitals to provide separate dedicated floors for surgery and Pre/Post Operative services. Also included in this project was a new Central Energy Plant designed for the new 300,000+ sf surgical tower with capacity to help backfeed mechanical/electrical services (including emergency power) for the existing 700,000 sf existing hospital).

The Levine Children’s Outpatient Specialty Center is setting the new standard for multidisciplinary outpatient care. Our session studies the transformation of a 6-level 170,000 SF MOB from diverse tenants to a Pediatric Multi-Specialty Clinic. The multi-phase master plan features The HEARTestYard Congenital Heart Center as the 1st completed phase. This case study will explore 5 key objectives identified during initial visioning sessions. • A clinic module that functions for all specialties • Playful, interactive spaces to enhance patient experience • Infrastructure upgrades to support future modification & growth • Reimagine the building’s image • Plan for future expansion We’ll discuss our collaborative planning approach with key stakeholders. We’ll share strategies for navigating within a restrictive column grid, aging infrastructure, and achieving optimum public spaces and clinic modules that provide positive distractions, beautiful wayfinding, and an abundance of natural light.

A general lack of preparedness for the COVID-19 pandemic has challenged healthcare facilities and workers around the world. Emergency Departments, often being the ‘front door’ to a hospital, have had to abruptly adopt new safety and infection control protocols for staff and patients. Recently, a healthcare facility in Los Angeles reinvented its operational approach with a new 45-bed ED expansion while carefully analyzing the segregation and flow of patients and staff, materials, and logistics. The employed HVAC system has been an essential element to minimize the spread of viral contaminations within the ED. To capture/ immobilize virus particles through various engineering techniques included design of an air handling unit, to the use of a special air distribution system to create containment rooms/suites to minimize spread. Also imperative was to design an ED that safeguards the psychological and emotional wellbeing of patients, family, and staff during high-stress pandemic events.

If you have ever wondered how to cultivate environments that not only take great care of users, but actually inspire the full spectrum of users to improve their lives, then Jessica Gutierrez-Rodriguez’s Closing Keynote will be a memorable milestone in your leadership studies.  

Jessica is a Healthcare Facilities Executive, former hospital CEO, Electrical Engineer, Symposium Advisory Board member of more than a decade, and recipient of the Symposium Founder’s Award.  She will challenge and inspire you with her gripping personal account of blazing a courageous heart-centered leadership trail through the domains of health, healthcare, and design.  In the face of countless obstacles, Jessica will describe how she has developed her leadership approach to transcend these challenges and create a highly successful career for herself – as well as for many other individuals.