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Hospital of the 21st Century: How Strategy, Planning and Sustainability Impact Hospital Design
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When undertaking the challenges of developing a hospital, one must remember the decisions made today will impact how the facility operates for the next 40 to 50 years.
With an increasing proportion of the population over 65 requiring different types and intensities of healthcare services, and with more and more “traditional” healthcare services being delivered in alternate (non-hospital) settings, the hospital of the future will have a very different look and feel than the hospital does today. Through proper planning and utilization of new design techniques and theories, the hospital of the future can be configured to meet the needs of a different population through a different delivery model.”
Therefore, design must be flexible enough to adapt to latest techn ology and allow for the growth and/or changing of service lines all while maintaining the integrity of hospital operations, departmental critical adjacencies, user-group circulation patterns within the hospital and on the campus.
The process of analyzing strategic initiatives, market demand, competitive environment, financial structure, clinical operations, physician and staff recruitment/retention and the impact of the latest and potential future technology has a major impact the overall design of today's healthcare facility. These decisions are what ultimately drive facilities to determine: Where? How big? How much?
Important factors that should be considered before the planning even begins include:
- Strategy – How will this facility enable the achievement of strategic objectives?
- Finance – What can we afford? What are the costs to operate? How will this new facility impact our credit rating?
- Operations – What improvements can be built into this new facility that will improve the patient experience and enable more efficient operations and better outcomes?
- Technology – What role will technology play in this new facility?
Join us as we discuss these important questions, as well as the role of sustainable (Green) design and construction practices, as well as the use of Evidence-Based Design to gauge such things as the effects of patient unit design on how many feet (miles) a nurse walks in a given day.
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Learning Outcomes:
- Identify the importance of the strategic planning process.
- Integrate facility planning with the design process.
- Apply Evidence Based Design to achieve desired outcomes.
- Identify key trends affecting healthcare facility design.
- Describe sustainable (Green) design and construction.
- Sort through the sustainable options and the value of the process.
- Utilize of sustainable benchmarking tools.
- Site examples of sustainable practices for hospitals.
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Who Should Attend?
- Hospital Executives
- Facility Managers
- Facility Administrators
- Research Personnel
- Operations
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Presenters and Panelists:
 Greg W Johnson, FACHE
Managing Director
Ziegler Consulting
Greg is the Managing Director of Ziegler Consulting. Ziegler Consulting is part of Ziegler Capital Markets Group, a multi-faceted professional and financial services firm that serves to meet multiple financial, strategic and operational needs of its clients. Greg lives in Dallas , Texas , and comes to Ziegler from a “Big Four” firm, where he was a Senior Manager in the healthcare consulting practice. Prior to this, Greg's background includes experience as Director of Operations for a multi-specialty physician group practice, merger and acquisition and operations improvement consulting, and most recently was Vice President of Strategic Planning and Business Development for a not for profit health system in Texas.
Greg's experience includes:
- Management of complex change initiatives
- Fixed cost reduction and operations improvement
- Strategic planning
- Financial projections and feasibility studies
- Merger integration
- Major purchased service contract analysis and negotiation
Greg is a Fellow in the American College of Healthcare Executives and is a member of the Healthcare Financial Management Association. He is on the Board of the Greater Dallas Chamber of Commerce and led the development of the Chamber's healthcare legislative priorities for the 2007 session. He is also on the Board of the American Cancer Society and is involved in other organizations in the Dallas community.
Greg is a graduate of Texas A&M University , with Bachelor of Science degrees in Biochemistry and Genetics, and is a graduate of Trinity University , with a Master of Science degree in Healthcare Administration.
 Mike Meteyer, PE, LEED AP
Mechanical Engineering Manager
Marshall Erdman & Associates
Mike has specialized in the planning and design of healthcare mechanical systems since 1989. He joined Marshall Erdman & Associates in 1992, and now provides the leadership for the Mechanical Engineering Department and Sustainable Design. This includes the development of personnel and design procedures. His experience spans many types of healthcare facilities including hospitals, ambulatory care centers, specialty clinics, medical office buildings and wellness centers. Mike's participation in ASHE and ASHRAE is helping to establish best practices and innovation to all our projects.
 Thomas Stevens
Hospital Planner and Programmer
Marshall Erdman & Associates
Tom brings more than a decade of extensive experience in comprehensive planning, programming and pre-design services for healthcare to his position with Marshall Erdman & Associates.
He has conducted strategic facility planning for more than 50 hospitals and healthcare systems across the United States while working as a team leader and planner for RTKL Associates, Jones Lang LaSalle-Americas and Dennis Moser & Associates. An active member of the American College of Healthcare Executives, Tom holds both a master's degree in urban planning and a bachelor's degree in environmental design from Texas A&M University .
His responsibilities include all client contact on projects within his territory, as well as overall project strategy, guidance and management of project development. Services may include project analysis, site selection, space programming, governmental approvals, lease management, and design and project coordination.
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