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Designing the Future Hospital - Key Technology & Design Considerations
Postponed
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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.
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.
A fully digital hospital will not produce or use paper records and it has integrated supply chain and real-time revenue cycle management. Increasing demand for integrated versions of HIS and into individual departments such as clinical laboratory, radiology, pharmacy and high-acuity care areas. Information, complete connectivity and redundant reliability will exist not just within but across all clinical modalities, financial processing, and supply-chain boundaries. 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
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Learning Objectives:
Capacity Considerations Key Questions:
- Identify much additional capacity is needed to meet future demand—and in which areas.
- Discuss how expansion can be averted or delayed by improving operating efficiency.
- Describe the downstream impact of particular capacity expansions on other departments.
- Discuss which “flexibility investments” are worth the added expense.
- Debate how many inpatient units or surgical suites should be specialized.
- Recognize how patient transfers can be minimized.
- Discuss if “universal rooms” are still a viable model.
- Identify 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?
- Preserve the benefits of peer-to-peer clinician contact while moving nurses closer to patient bedside.
- Discuss if there a “right answer” for inpatient unit configurations.
- Implement IT infrastructure into future building projects.
Cost Minimization Key Questions:
- Discuss which decisions drive construction costs post-design.
- Define modular construction and discuss if it is worth considering.
- Recognize how alternative contracting practices can enhance collaboration between stakeholders.
- Implement technology in order to improve construction crew productivity.
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Who Should Attend?
- Architects
- Facility Directors
- VPs
- Facility Managers
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Presented By:
 Robert Turk
Vice President of Marketing, Healthcare
Eaton
Robert Turk has been afforded an experience that spans more than 15 years in marketing with responsibilities ranging from driving enterprise strategy, direction and growth in predominately healthcare, medical, information technology and supply-chain markets. He has a deep experience in understanding technology’s role within an organization to drive business and clinical benefits. Along with marketing and segment management, he has outstanding experience with developing, presenting and delivering key strategies and enterprise-level solutions to senior business and financial executives, corporate leadership, clinical staff and IT executives.
Robert Turk arrives to Eaton as the Senior Director of Marketing and Business Development for Siemens One, Inc. Siemens One is an enterprise-level marketing and project management division of Siemens Corporation, which simplifies large-scale, complex and high technology integration projects across the entire Siemens portfolio of companies. Robert was responsible for building and delivering new product and service solutions and defining to-market strategies for system integration, technology deployments and modernization programs which include enhanced infrastructure design, enterprise operation, and improved information automation resulting in marketplace differentiation, work-flow optimization, customer service and both top- and bottom-line performance.
Robert formerly held the position of Director of Strategic Marketing also within Siemens One. His responsibilities included research and definition of new markets and products, developing strategic business and sales plans to successfully enter markets and expanding enterprise trends within corporate accounts. In his role, he created customer and opportunity value propositions and led all marketing support while improving the combined strength of Siemens in marketing, sales and implementation of the inclusive Siemens portfolio.
Robert formerly held the position of Director of Strategic Marketing also within Siemens One. His responsibilities included research and definition of new markets and products, developing strategic business and sales plans to successfully enter markets and expanding enterprise trends within corporate accounts. In his role, he created customer and opportunity value propositions and led all marketing support while improving the combined strength of Siemens in marketing, sales and implementation of the inclusive Siemens portfolio.
Prior to joining Siemens, Robert was a divisional director for the American Hospital Association in Chicago. Robert also served as the chief operations officer and an executive director of the Health Care Safety Institute in Boston. Robert's education includes a Bachelor of Science in Environmental Health and Safety from Bowling Green State University and a Certificate in Health Systems Management from the Weatherhead School of Management of Case Western Reserve University. Robert is active in many market-segment advisory boards, is a contributing author, a frequent columnist and media source of IT informatics and emerging technologies such as auto-ID including Telematics and RFID. Robert, his wife and three children live in Hudson, Ohio. He is an avid bicyclist and enjoys backpacking, competitive soccer and architectural conservation and historic preservation.
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