Three medical professional societies - CHEST, AAOS, and ASA - constructed new headquarters buildings in Chicago to support their strategic goals of providing cutting-edge education. CHEST demonstrated to its board that a new building would support its mission of education delivery and save costs by owning a facility. AAOS formed project teams to evaluate options and ultimately decided to construct a new building. ASA's drivers were space for archives, research, and growth as well as advanced IT capabilities. All three CEOs said the new buildings have met or exceeded expectations and supported their organizations' visions.
How does SCAN-ECHO facilitate communication between primary and specialty car...CJKoenig
This presentation demonstrates a novel methodology to unpack the black box of provider to provider communication using empirical, video-recorded telemedicine sessions. We present preliminary findings related to the overall organization of the sessions, an activity analysis of consults, and the types of questions generalists ask during consults.
How does SCAN-ECHO facilitate communication between primary and specialty car...CJKoenig
This presentation demonstrates a novel methodology to unpack the black box of provider to provider communication using empirical, video-recorded telemedicine sessions. We present preliminary findings related to the overall organization of the sessions, an activity analysis of consults, and the types of questions generalists ask during consults.
How three UK universities successfully deliver their prospectus contentGatherContent
You'll learn how they streamline content production and connect internal silos. You'll also learn how the systematisation of this process makes prospectus content production easier, cheaper and the content itself more valuable year after year.
Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
Anticipating the future is hard. But in today’s fast paced world it’s more critical than ever. And there are techniques available that can help you mitigate innovation risk and be more effective at strategic planning. Daniel Burrus, one of the world’s leading futurists on trends and innovation and NY Times bestselling author, uses his success and expertise to teach others how to build their competency of anticipation.
In this session, Erik Asgeirsson, CEO of CPA.com, and Daniel Burrus will discuss:
The hard trends report gathered from firms at DCPA 2016
What this means for firms
How to capitalize on the opportunities created by these trends.
Get unstuck from analysis paralysis, and gain tools and inspiration to facilitate your firm’s growth with certainty!
This business plan involves the development of a proposal to form a business.
Executive Summary:
TechSpace Ptd. Ltd create a software named TechSpace that is designed to act as a medium to build a network between researchers from all fields. TechSpace provides several functions from standard search to custom analytics reports to enhance collaboration between universities, research centres and other organizations as well as bridge the gap between science and technology to entrepreneurial means by enabling academic knowledge accessed by industry and individuals in the form of products, services, and consulting. This can maintain effective global relationships and cooperation between each sector related to research and technology where the needs of each sector can be met in a more efficient manner.
Presentation by Tye Farrow in Singapore on June 25, 2009 at the 6th World Congress on Health and Design advocates design quality standards that recognize the true human experience of being in a hospital setting.
With so much at risk, one
healthcare organization
creates a team building
playbook that defies the odds
to save lives and dollars!
Learn more about the benefits of DiSC...healthy organizations deliver better care and results.
Running head PROJECT PLAN1PROJECT PLAN 5Proje.docxjeanettehully
Running head: PROJECT PLAN 1
PROJECT PLAN 5
Project Plan
Nicholas Calhoun
Project Management
South University
January 21, 2020
Project Plan
Industry: Healthcare
Project: “Implementation of Electronic Medical Record (EMR) systems”
Project Overview
The growth in technology has seen the inception of healthcare informatics whereby hospitals are required to utilize software systems to “facilitate workflow and improve the quality of patient care and patient safety” (Chang & Choi, 2016). Following the enactment of Affordable Care Act in 2010, the demand for healthcare services has increased drastically. Consequently, hospitals across United States serve a huge number of patients in a single day –hence making it hard for healthcare providers, clinical staff, and physicians to handle patients’ medical records manually.
Considerably, some level or organization is required in order to facilitate process of documentation and easy retrieval of patient records. Acquisition and implementation of a EMR system helps to capture, manage, and retrieve patient data like demographic information, lab results, medical history, among others with a single click. According to Coleman et al. (2015), “a strong EMR system can effectively acquire and centralize vital patient information” –something that is effective and efficient service delivery.
Thus, this project involves the process acquiring and implementing EMR to facilitate workflow and enhance service delivery in hospitals.
Synopsis
The project success is entirely anchored on proper “planning and management” of the activities and processes involved (Serra & Kunc, 2015). As a course, project management has a number of objectives which must be fulfilled and this project is fully aligned those objectives. First, there is need to ensure that projects are aligned to the organizational strategy and hence, this project is in line with the need to provide quality care to patients. The project plan will involve the process of creating a WBS that will act as a point of reference as far as project planning and control is concerned. Developing a network diagram for the project is also key in managing this project. Cost and time estimation is a key element of this project is essential in ensuring that the implementation team works within the required timeframe and budget. Values and risk analysis also forms is a key element of project plan to ensure that its implementation does not result into losses. The acquisition of high performing team is critical in ensuring that the necessary knowledge, skills, and expertise is acquired to spearhead the implementation process. Understanding procurement process is necessary in order to acquire all the relevant materials and equipment to facilitate the installation and maintenance of EMR. Finally, assessment and evaluation of the project is essential to ensure that it meets the required standards (Clarizen, 2018).
Project Scope
Rouse notes that “project scope is the part of p ...
Computer Forensics Group ProjectAssignment AssignmentLynellBull52
Computer Forensics Group Project/Assignment
Assignment: Before you get hired and joined this Cybersecurity consultancy firm, you
have been told that the company went through various cyber-attacks, and they do not
have a well-established Forensics and or cybersecurity team to investigate post and/or
pre-attack scenarios. The company have had a global presence and upon hire, you met
and held recurrent meetings with the company Chief Information Officer (CIO) and Chief
Technology Officer (CTO). Finally, you all agreed upon the fact that the organizations do
not have a well-established Risk Management Framework as well as a Forensics Unit. So,
you are tasked to develop a comprehensive risk management strategy for the
enterprise/company. This company was established in March 2020 (literally during the
outbreak of the COVID pandemic).
You may consider the following attributes as your basis for the development of your
strategies.
It’s a Cybersecurity consultancy firm and have had offices in Tokyo, Tallinn,
and Cape Town – with the headquarter in Richmond, VA.
The firm started its operation in March 2020 (during the COVID outbreak)
2000+ employees
Users in Tokyo and Tallinn are authenticated through a domain controller
hosted on-premise in their respective data center (which is on the same
building), whereas users in Cape Town and Richmond are authenticated to
Microsoft Azure Active Directory (AD) infrastructure hosted in Microsoft’s
Azure cloud.
They do not have any Forensics unit at all
Employees who work in the Headquarter use non-secure File Transfer
Protocol to upload/send data with users at the branch office
Most employees have Admin access to the company social media sites and
can post company updates (Facebook, Instagram, Pinterest, Twitter, LinkedIn,
Users in Tokyo, Tallinn, and Cape Town are using on-premise exchange server
for email management as opposed to Microsoft O356 - as in the case with
Richmond users'
80% of employees have little awareness on Cyber security and its associated
risks
The organization do not have any threat model or methodologies to follow.
Threat model examples are MITRE’s ATT&CK, Lockheed Martin Cyber Kill
Chain)
They do not have different IT teams and creating of an IT team with different
responsibilities is required
Splunk Free is the Security information and event management (SIEM)
software which all locations use.
Each location has their own Configuration Control Board (CCB) and there is no
centralized repository to track hardware/software inventory.
Neither vulnerability management, nor incident response plan is formulated.
The Help Desk is in Richmond so that all users from Tallinn, Tokyo, and Cape
Town has to contact them for their technical issues. At times, when there is an
outage on their corporate email platform (outlook), they communicate with
Help Desk team in Richmond through public email domains, e.g., Gma ...
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Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
Anticipating the future is hard. But in today’s fast paced world it’s more critical than ever. And there are techniques available that can help you mitigate innovation risk and be more effective at strategic planning. Daniel Burrus, one of the world’s leading futurists on trends and innovation and NY Times bestselling author, uses his success and expertise to teach others how to build their competency of anticipation.
In this session, Erik Asgeirsson, CEO of CPA.com, and Daniel Burrus will discuss:
The hard trends report gathered from firms at DCPA 2016
What this means for firms
How to capitalize on the opportunities created by these trends.
Get unstuck from analysis paralysis, and gain tools and inspiration to facilitate your firm’s growth with certainty!
This business plan involves the development of a proposal to form a business.
Executive Summary:
TechSpace Ptd. Ltd create a software named TechSpace that is designed to act as a medium to build a network between researchers from all fields. TechSpace provides several functions from standard search to custom analytics reports to enhance collaboration between universities, research centres and other organizations as well as bridge the gap between science and technology to entrepreneurial means by enabling academic knowledge accessed by industry and individuals in the form of products, services, and consulting. This can maintain effective global relationships and cooperation between each sector related to research and technology where the needs of each sector can be met in a more efficient manner.
Presentation by Tye Farrow in Singapore on June 25, 2009 at the 6th World Congress on Health and Design advocates design quality standards that recognize the true human experience of being in a hospital setting.
With so much at risk, one
healthcare organization
creates a team building
playbook that defies the odds
to save lives and dollars!
Learn more about the benefits of DiSC...healthy organizations deliver better care and results.
Running head PROJECT PLAN1PROJECT PLAN 5Proje.docxjeanettehully
Running head: PROJECT PLAN 1
PROJECT PLAN 5
Project Plan
Nicholas Calhoun
Project Management
South University
January 21, 2020
Project Plan
Industry: Healthcare
Project: “Implementation of Electronic Medical Record (EMR) systems”
Project Overview
The growth in technology has seen the inception of healthcare informatics whereby hospitals are required to utilize software systems to “facilitate workflow and improve the quality of patient care and patient safety” (Chang & Choi, 2016). Following the enactment of Affordable Care Act in 2010, the demand for healthcare services has increased drastically. Consequently, hospitals across United States serve a huge number of patients in a single day –hence making it hard for healthcare providers, clinical staff, and physicians to handle patients’ medical records manually.
Considerably, some level or organization is required in order to facilitate process of documentation and easy retrieval of patient records. Acquisition and implementation of a EMR system helps to capture, manage, and retrieve patient data like demographic information, lab results, medical history, among others with a single click. According to Coleman et al. (2015), “a strong EMR system can effectively acquire and centralize vital patient information” –something that is effective and efficient service delivery.
Thus, this project involves the process acquiring and implementing EMR to facilitate workflow and enhance service delivery in hospitals.
Synopsis
The project success is entirely anchored on proper “planning and management” of the activities and processes involved (Serra & Kunc, 2015). As a course, project management has a number of objectives which must be fulfilled and this project is fully aligned those objectives. First, there is need to ensure that projects are aligned to the organizational strategy and hence, this project is in line with the need to provide quality care to patients. The project plan will involve the process of creating a WBS that will act as a point of reference as far as project planning and control is concerned. Developing a network diagram for the project is also key in managing this project. Cost and time estimation is a key element of this project is essential in ensuring that the implementation team works within the required timeframe and budget. Values and risk analysis also forms is a key element of project plan to ensure that its implementation does not result into losses. The acquisition of high performing team is critical in ensuring that the necessary knowledge, skills, and expertise is acquired to spearhead the implementation process. Understanding procurement process is necessary in order to acquire all the relevant materials and equipment to facilitate the installation and maintenance of EMR. Finally, assessment and evaluation of the project is essential to ensure that it meets the required standards (Clarizen, 2018).
Project Scope
Rouse notes that “project scope is the part of p ...
Computer Forensics Group ProjectAssignment AssignmentLynellBull52
Computer Forensics Group Project/Assignment
Assignment: Before you get hired and joined this Cybersecurity consultancy firm, you
have been told that the company went through various cyber-attacks, and they do not
have a well-established Forensics and or cybersecurity team to investigate post and/or
pre-attack scenarios. The company have had a global presence and upon hire, you met
and held recurrent meetings with the company Chief Information Officer (CIO) and Chief
Technology Officer (CTO). Finally, you all agreed upon the fact that the organizations do
not have a well-established Risk Management Framework as well as a Forensics Unit. So,
you are tasked to develop a comprehensive risk management strategy for the
enterprise/company. This company was established in March 2020 (literally during the
outbreak of the COVID pandemic).
You may consider the following attributes as your basis for the development of your
strategies.
It’s a Cybersecurity consultancy firm and have had offices in Tokyo, Tallinn,
and Cape Town – with the headquarter in Richmond, VA.
The firm started its operation in March 2020 (during the COVID outbreak)
2000+ employees
Users in Tokyo and Tallinn are authenticated through a domain controller
hosted on-premise in their respective data center (which is on the same
building), whereas users in Cape Town and Richmond are authenticated to
Microsoft Azure Active Directory (AD) infrastructure hosted in Microsoft’s
Azure cloud.
They do not have any Forensics unit at all
Employees who work in the Headquarter use non-secure File Transfer
Protocol to upload/send data with users at the branch office
Most employees have Admin access to the company social media sites and
can post company updates (Facebook, Instagram, Pinterest, Twitter, LinkedIn,
Users in Tokyo, Tallinn, and Cape Town are using on-premise exchange server
for email management as opposed to Microsoft O356 - as in the case with
Richmond users'
80% of employees have little awareness on Cyber security and its associated
risks
The organization do not have any threat model or methodologies to follow.
Threat model examples are MITRE’s ATT&CK, Lockheed Martin Cyber Kill
Chain)
They do not have different IT teams and creating of an IT team with different
responsibilities is required
Splunk Free is the Security information and event management (SIEM)
software which all locations use.
Each location has their own Configuration Control Board (CCB) and there is no
centralized repository to track hardware/software inventory.
Neither vulnerability management, nor incident response plan is formulated.
The Help Desk is in Richmond so that all users from Tallinn, Tokyo, and Cape
Town has to contact them for their technical issues. At times, when there is an
outage on their corporate email platform (outlook), they communicate with
Help Desk team in Richmond through public email domains, e.g., Gma ...
Similar to Elevating Education Through New Office Headquarters (20)
Computer Forensics Group ProjectAssignment Assignment
Elevating Education Through New Office Headquarters
1. BigPictureAssociationFocusBigPictureAssociationFocus
By Gregg F. Witt, SIOR
18 FORUM SEPTEMBER 2015 SEPTEMBER 2015 FORUM 19
Elevating Education
Through New Office
Headquarters
Three CEOs share how to construct
a successful headquarters’ building
plan to meet strategic goals and get
the board ‘onboard.’
Entrance to new CHEST education facility
2. BigPictureAssociationFocus
Over the past few years, several medical pro-
fessional societies have constructed new head-
quarters buildings in the Chicago metropolitan
area to, in part, offer cutting-edge education and
robust programming and instruction. FORUM
asked three CEOs— Paul Markowski of CHEST
(American College of Chest Physicians), Karen
Hackett of the American Academy of Orthopaedic
Surgeons and Paul Pomerantz of the American
Society of Anesthesiologists—about the strategic
issues their associations surmounted and how
their boards got “onboard” with such major ini-
tiatives.
Demonstrating Value
CHEST demonstrated to its leaders the value
of a new building by explaining how it would
contribute to the organization’s overall strategic
initiatives and save costs.
“Delivering innovative education in chest
medicine is key to both our vision and mission,”
Markowski says. “Owning a training center, built
to meet our needs now and into the future,
allows us to offer the range of education events
chest physicians want and need to keep their
skills and knowledge current. Access to state-
of-the-art equipment and technology puts us
in control of the experience and allows us to
uphold our high standards for education delivery.
“In addition, we presented potential cost
savings. Our building allows us to stabilize and
minimize expenses associated with not only our
education events, but also our board and com-
mittee meetings. By owning a building equipped
to host a variety of gatherings, we no longer
incur costs associated with renting outside facil-
ities.”
AAOS’ board explored the potential value
of new headquarters through a “project team”
approach, assigning a number of board mem-
bers to work with staff on assessments, Hackett
says. Several project teams were involved: they
investigated many options including refurbishing
AAOS’ existing building, leasing space, buying
an existing building or building to suit. After
being presented with the project teams findings,
the board ultimately decided to construct a new
building.
As part of the process, AAOS invited ortho-
paedic specialty societies that were tenants in
its old building to participate as equity partners
in the new property. Four of them accepted: The
American Orthopaedic Society for Sports Medi-
cine, the Arthroscopy Association of North Amer-
ica, the American Association of Hip and Knee
Surgeons and the Orthopaedic Learning Center.
Decision Drivers
For ASA, there were three drivers: 1) a suitable
space for archives, its related research founda-
tion and a museum; 2) a place to attract staff,
support collaboration and cross-functional work,
and provide room for future growth; and 3)
house increasingly sophisticated IT to support
initiatives in IT, quality (e.g., clinical data base)
and digital communications.
The key decision factors were cost, location
and convenience, Pomerantz says. Regarding
member convenience, ASA considered proximity
to airport, hotels and restaurants. For staff, ASA
considered proximity to where existing staff lived
and potential future talent.
“We were running out of room in the old
building—it could not adequately house the
museum and related organizations, and was
unable to provide the space to support ASA’s
future growth,” Pomerantz says. “The fact that
Schaumburg is home to many associations was
a key determinant. We also looked at infrastruc-
ture, including transportation—we are close
to highways—electrical, communications and
government factors including a reasonable regu-
latory environment and a business-friendly envi-
ronment.”
At AAOS, the driver for constructing the new
building was orthopaedic unity, according to
Hackett.
“It was very important to AAOS to keep
together the house of orthopaedics,” she adds.
“The old building was home to many orthopae-
dic specialty societies [as tenants] and several
needed additional space that did not exist. The
new building accommodated this growth and
gives them the opportunity to be partners with
AAOS in the new building.”
The ability to deliver innovative education in
chest medicine, thereby supporting the organi-
zation’s vision and mission, was a key driver in
CHEST’s decision, Markowski says. “Our training
center has allowed us to grow our simulation
education program and deliver education in a
very dynamic way to meet the needs of a variety
of learners. And, we are able to better control
each education experience to ensure our high
standards are continually met,” Markowski says.
“In addition, the building allows us to
uphold our brand promise to be an essential
connection at a critical time. During events in
our building, we connect the health care team
to forward-thinking programs in clinical med-
ical education, to new skills and knowledge
that advance their careers, and to a community
of innovative problem solvers who can inspire
them.”
Before CHEST moved to its new building,
the association hosted many education courses
and events in its old building and some offsite,
mostly in hotels. Neither option was ideal, Mar-
kowski says. “Our old building was limited in
space and, being older, didn’t have the state-
of-the-art equipment we needed to elevate our
education program. Using off-site space incurs
additional expenses, and events tend to be less
personal, lacking our brand touches.”
Return on Investment
At CHEST, revenue was projected based on
the number of courses planned and expected
attendance. Expense savings were clearly shown
through the elimination of fees associated with
offsite rental. Its return on investment measure
was based on cost savings and an improved
attendee experience. CHEST’s cost savings have
been significant since it no longer incurs room
charges or pay marked up fees for services that
once had to be contracted through a host facil-
ity.
“We now have more flexibility when negoti-
ating rates for things like catering and equip-
ment rental,” Markowski says. “The attendee
experience has been overwhelmingly positive.
Attendees and guests clearly enjoy coming to
our building, preferring the natural lighting and
open spaces to the typical environment of a
hotel room or convention center. Our open space
has proven especially conducive to networking
with colleagues and faculty experts, and attend-
ees take full advantage of the opportunity. They
20 FORUM SEPTEMBER 2015 SEPTEMBER 2015 FORUM 21
BigPictureAssociationFocus
eveloping new headquarters is a significant commitment for any or-
ganization. It is more than engaging a real estate broker to find a
piece of land, hiring an architect to design and a general contractor to build. It is
a strategic process that takes from three to five years and involves many people
from within and outside the organization. And, most often, it’s a process that
must start with board buy-in.
D
Training facility at the
American Academy of
Ortheopedic Surgeons.
3. BigPictureAssociationFocus
22 FORUM SEPTEMBER 2015
BigPictureAssociationFocus
leave our training center energized and take that
energy back to their practices. This supports
our overall brand and image, which translates
to an intangible, but very positive, return on our
investment.”
CHEST also rents the building’s education
space to outside organizations, providing an
additional revenue stream.
“The space is designed to be very flexible
and can accommodate a variety of meetings
beyond education events. Whether clients need
our cutting-edge simulation resources and
high-tech audiovisual equipment or just want
a comfortable gathering space, we can tailor
our services to meet their needs,” Markowski
says. “Our pricing structure varies depending on
the type of group, space needed, and services
requested. Our meeting planners work closely
with clients to help coordinate events. More
information is available at trainingcenter.chest-
net.org.”
At AAOS, the board was provided with finan-
cial models by internal financial staff and out-
side consultants for all the options considered.
The ASA board did not require revenue and
expense models specifically for education initia-
tives, but did pay close attention to the finan-
cials surrounding the proposed building.
“We have been in the building only six
months so it is too soon to comment on the
long-term return on investment,” Hackett says.
“However, the building does house 25 orthopae-
dic-related
organiza-
tions. We
are very
pleased with
the overall
commitment
to the new
building.”
Pomer-
antz says
the financial
strategy for
the new
ASA build-
ing wasn’t
focused on
ROI, but rather on remaining within budget.
However, the building is meeting expectations
for member use, including educational pro-
grams, and exceeding expectations for outside
meetings—other nonprofits and corporations who
book space at the building.
If given the chance to change the decision to
build, would they?
“Yes, we would definitely build again,” Mar-
kowski says. “Our training center allows us to
advance our vision and mission through delivery
of premier education programs. We have both
the control and flexibility to tailor courses to
meet learner needs, which enhances what we
can offer.
As an added benefit, our building features
comfortable, open workspaces that continue to
encourage collaboration and productivity among
employees. We remain happy with our decision
and the results.”
According to Hackett, AAOS would make the
same decision. “It was a tremendous amount of
work on the part of many and in particular Rich
Stewart, AAOS’ COO/CFO. We are thrilled with
the new building and plan to be here for many
years.”
Pomerantz echoed similar successes. “The
new headquarters has met expectations in every
way,” he says.
Every organization that considers relocat-
ing and building a new headquarters will look
at the project differently, as these three CEOs
have demonstrated. However there are many
similarities as these projects are reviewed and
ultimately finalized. A CEO will need to clearly
understand how the need for growth, staff
recruitment and retention, and the stewardship
of organizational assets impact this type of deci-
sion. Driving consensus to complete this type of
project was important to each of these associa-
tion executives as they used real estate to shape
the future of their organizations and support
their missions.
Gregg F. Witt, SIOR, is senior vice president, nonprofit practice
group, for CBRE. He may be reached at Gregg.witt@cbre.com.
Software and Services to Help You
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The viewing simulation
room at CHEST.