presented by
Beth Swenson Radovanovich, AIA, ACHA, LEED® AP
Director of Healthcare, Stafford King Wiese Architects
Learning Objectives
- Understand the benefits of rethinking the process of healthcare delivery from a systems perspective
- Identify useful tools in developing new operational and management paradigms
- Describe the four critical steps of clinical operational optimization
- Assess the impact of physical form on operations.
Course Description
The value of retaining operational paradigms for the sake of continuity sometimes pales in comparison to the cost of preserving those strategies in a new project with technology, design and clinical innovations that challenge the former status quo. Crafting new operational and management approaches for a new facility is a methodology gaining favor throughoutNorth America.
Healthcare costs are in excess of 14% of the GNP. With an anticipated increase in demand from aging baby boomers, the shortage of healthcare staff and the decrease in reimbursements from payers, healthcare institutions are under increasing pressure to achieve more, at the highest standards with fewer resources.
A new building program is a golden opportunity to rethink how healthcare is delivered and to re-evaluate the operational structure that supports the process of delivering care. Buildings can either empower or encumber the processes they house. In many facilities today, patient care processes are designed in response to the limitations of the facility, often times creating work practices for staff and patients that are cumbersome, duplicative, wasteful and unwelcoming. By retooling patient care processes, a new facility can respond to the new paradigms of care while empowering its patient care team to be even more effective and responsive in the services they provide.
Date: January 19, 2012
AIA CEC approved
