Golf Outing/Attendee Sight Seeing

Welcome Announcements & Grand Reception
Presented By: Ode Keil, Senior Editor of FacilityCare Magazine

 Breakfast

Planning and Managing Capital Projects
Presented By: Mike Chihoski, Corporate Director of Engineering, OSF Healthcare; Hollis Harris, Project Director, Kaiser Permanente

Learning Objectives:

• Compare two different healthcare systems approaches to:
• Project Planning
• Project Design
• Construction Management
• Building Occupancy
• Discuss common denominators between the approaches.
• Share project cost savings tips.
• Participate in an interactive discussion with other hospitals and healthcare systems.
  

Moving into Transition Planning
Presented By: Ode Keil, Senior Editor of FacilityCare Magazine

Learning Objectives:

What is the role of senior hospital leaders in transition planning?
2. What are the phases and of a transition plan?
3. Who should be selected to participate as members of transition planning teams?

Creating a High Performance Healing Environment
Presented By: Kim Shinn, Principal, Director of Sustainable Design, TLC Engineering for Architecture

Session Overview
“Creating a High Performance Healing Environment” will give an overview of the economic, environmental, and health-based motivations behind a growing number of health care institutions’ decision to design, construct, and operate green facilities. The health care industry’s economic landscape and its aging building portfolio have triggered the industry’s largest building boom in fifty years. Many health care executives have recognized the value a green building brings to their institution in the form of reduced utility bills, improved staff retention, and improved patient well-being. The health impact of the building industry has also triggered many green health care design, construction, and operations projects. The presentation will review the benefits offered by green building in terms of community health, reducing the facility’s contribution to climate change, and environmental quality. Finally, a comprehensive case study of a recently completed green health care facility will illustrate a specific example of green building theory become successful practice.

Learning Objectives

• Understand how green building dovetails with the current health care construction boom.
• Discover the underlying motivations and triggers for designing and constructing green health care facilities.
• Recognize what makes the Green Guide for Health Care unique as a green building best practices toolkit tailored to the health care industry.
• Identify key health concerns addressed by green building practices.
• Review the successful implementation of integrated design during the design and construction of Providence Newberg Medical Center, the first LEED Gold health care facility.

Lunch

Roundtable Discussion: Construction Risk Assessment
Presented By: Ode Keil, Senior Editor of FacilityCare Magazine; Mike Chihoski, Corporate Director of Engineering, OSF Healthcare; John Martinelli, Director of Environmental Services, Forensic Analytical Consulting Services, Inc.

Post Occupancy Evaluation - lessons learned, moving to correct
Presented By: William J. Hercules, Vice President, HKS Architects, Inc.; Charlie Johnston, HKS Architects, Inc.

POST OCCUPANCY EVALUTION:

Maybe it occupies dusty shelf space next to the 10-year facility master plan. Maybe it's a compendium of twenty years of lessons learned, reminders of �Don't ever do that again's�. Maybe it's a collection of a few tricks and tips stashed away in your head. But is it a living process? With the recent focus of evidence-based design, and the development better assessment tools, the role of the post-occupancy evaluation has evolved from a post-mortem client lunch to a deliberate measured process. Other industries measure performance with a high resolution, but the design and construction processes have not risen to the same level of inquiry.

Current evaluation practices probe deeper beyond issues of materiality and collections of spaces to assess the value proposition of the hospital operations. What happens at the end of the project is always compared to the expectations at the beginning by a wide variety of stakeholders. This session explores the journey for setting and measuring the outcomes of facility goals, investigates what has worked in the past, creates of a clear value proposition for the process, and promotes of legitimate facility research.

Learning Objectives

Part I:  Review of the current state of Post-Occupancy Evaluations

• Develop corollaries with other non-facilities settings (Medicine, HR, etc.)
• Discuss history, types and role of POE's.
• Identify what has worked, and what hasn't.
• Examine concurrent functional analysis.
• So the POE was done � so what?

Part II:  Forging a newer frontier

• Create your process.
• Develop an evaluation framework.

Part III:  What do we do on Monday morning?

• Engage the organizational �C' level in support of on-going assessments � what is the value proposition?
• Disseminate lessons learned within the hospital / system organization, and to outside consultants.
• Identify other opportunities for additional depth � Pebble Project, etc.

Reception

Dinner

Breakfast

The Digital Hospital – Is this the Future of Healthcare?
Presented By: Bob Turk; Vice President of Marketing, Healthcare; Eaton

The next several decades will have no shortage of demand for high-end health care; recent reports of flat-lining volumes are more an adjustment to unusually high growth rates in the early part of the decade than the harbinger of sustained volume declines. Accordingly, hospitals and health systems are spending billions of dollars to upgrade
and expand their physical plants, even in the face of tremendous uncertainty about the nature of the future health care market—an unprecedented opportunity to remake the vision of acute care in the United States, but also a monumental financial risk.

Even more than in the past, today’s new hospital facilities are asked to balance contradictory and competing demands: specialization and efficiency; high-end amenities and low operating costs; optimum clinical quality and minimized capital costs. Setting priorities and developing strategies for a new facility project is highly sensitive to assumptions about the future market, and no “one-size-fits-all” answer will suffice for every institution. That said, infrastructure investments directed toward improved clinical quality and best-in-class cost performance will provide a competitive advantage regardless of the nature of the future market. Accordingly, this presentation presents lessons on building high quality, digital inpatient facilities, organized around the critical implementation decisions associated with facility strategy including capacity needs, space planning, design choices, and the construction process.

Learning Objectives

1. The modern healthcare facility uses intensive digital technology for imaging, order transmission, clinical notes, financial billing, insurance processing and other increasing aspects of the electronic health record.
2. A fully digital hospital will not produce or use paper records and it has
   integrated supply chain and real-time revenue cycle management.
3. Increasing demand for integrated versions of HIS and into individual
   departments such as clinical laboratory, radiology, pharmacy and high-acuity
   care areas.
4. Information, complete connectivity and redundant reliability will exist not just within but across all clinical modalities, financial processing, and supply-chain boundaries.
5. A digital healthcare facility will be as paperless, film-less, wireless but yet only as reliable as your power system allows. Transforming healthcare with technology requires rethinking the entire facility and all the support systems

Capacity Considerations Key Questions:

• How much additional capacity is needed to meet future demand—and in which areas?
• Can expansion be averted or delayed by improving operating efficiency?
• What is the downstream impact of particular capacity expansions on other departments?
• What “flexibility investments” are worth the added expense?
  Space Planning Key Questions
• How much should inpatient units or surgical suites be specialized?
• Are all-private room inpatient units really the standard of care?
• How can patient transfers be minimized?
• Are “universal rooms” still a viable model?
• Which departments or functions could be placed in non-hospital grade space?

Design Element Key Questions

• To what extent should “evidence-based” design concepts guide inpatient unit design?
• How can the benefits of peer-to-peer clinician contact be preserved while moving nurses closer to patient bedside?
• Is there a “right answer” for inpatient unit configurations?
• What IT infrastructure needs to be built into future building projects?

Cost Minimization Key Questions

• What decisions drive construction costs post-design?
• Is modular construction worth considering?
• How can alternative contracting practices enhance collaboration between stakeholders?
• Can technology improve construction crew productivity?

Physician Leadership/Engaging Clinical in Process of Building
Presented By: Carl Beers, AIA, Design Principal/Director of Healthcare, HKS Architects, Inc.; Constance Nestor, FACHE; Director of Design & Construction; Advocate Health Care

Physician involvement and �buy-in� is critical to the success of a capital construction project. The doctors are the engine that drives the health facility machine. Yet physicians are extremely busy people and typically find it difficult to identify time in their busy calendars to attend planning and design meetings.

There are a few tested and proven mechanisms of achieving meaningful physician input. These strategies will be presented in association with the latest trends, best practices and issues surrounding planning and design today. A real-time project case study will be presented.

Learning Objectives:

• Identify challenges facing the healthcare industry today.
• Review industry solutions and best practices.
• Discuss physician needs and desires.
• Recognize tested and proven strategies for successful physician involvement.
• Hear about the personal experiences of a physician stakeholder.
• Discuss strategy implementation for a real-time project.