This document summarizes Intralign's approach to helping hospitals transition to a "rep-less" model for orthopedic surgeries by addressing key barriers. Intralign performs an assessment to identify opportunities to improve processes, realign clinical and operational goals, and implement initiatives like standardized inventory management and training specialized support staff to fill the role previously played by device representatives. The goal is to increase efficiency, quality and cost control for hospitals while reducing reliance on medical device sales representatives.
The document analyzes the sustainability reports of 145 Brazilian listed companies from 2008-2012 to assess the quality and completeness of information disclosed over time. It finds that the overall quality of information disclosed improved consistently over the period. Specifically, information for the economic and social dimensions improved consistently, while environmental information did not. The reports are becoming more comprehensive as companies gain more experience with sustainability reporting.
leveraging Project Management for successful Business outcomeSuhail Qadir, PMP®
The document discusses leveraging project management and business analysis for successful business outcomes. It emphasizes that establishing clear requirements, user involvement, and change control processes are critical for project success. Poor requirements practices often lead to higher costs, missed deadlines, and project failures. The document provides best practices and techniques for gathering requirements, documentation, and managing scope to deliver solutions that meet business needs.
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Did you know? Revenue cycle inefficiencies accounted for 15% of 2.7 trillion spent on healthcare, or about $400 billion. Join Dr. Steven M Wagner to understand how to align continuous quality improvement through lean method for staff and management to overcome income obstacles in healthcare and help them to learn and experiment with strategies to address them.
Prosci "Presenting the Value of Change Management in Context" WebinarTim Creasey
Here are the key points I would cover in response:
- Explain that change management is the systematic approach for preparing and supporting individuals as they are impacted by organizational change, with the goal of driving adoption and usage of the change.
- Walk through the core phases and activities of a change management process - analyzing the impact of change, developing a change strategy and plan, engaging and preparing stakeholders at all levels, piloting the change, implementing at scale while monitoring and supporting adoption.
- Emphasize that change management is not just communications, but a structured process for addressing the people side of change at all stages of a project to increase the likelihood of successful adoption and business benefits realization.
- Offer to work with the
ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim CreaseyTim Creasey
Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com
ACMP 2015 Presentation: Change the Conversation, Change the GameTim Creasey
ACMP 2015. Monday, April 13, 3:45 - 5:00.
The time is now for you to step up your game. Over the last decade, the discipline of change management has grown in its maturation, formalization, acknowledged value and importance. Now is not the time to let up – but rather the time for YOU to change how YOU engage. To change the conversation, your focus must be on the unique contribution you (and change management) make to delivering change results and outcomes. In this session, Tim will deliver a personal charge to you to “change the conversation so you can change the game” along with a conceptual framework, pragmatic suggestions and real-time exercises to hone your approach. To earn the expected seat at the strategic table, the onus is on you to step up your game.
This document summarizes Intralign's approach to helping hospitals transition to a "rep-less" model for orthopedic surgeries by addressing key barriers. Intralign performs an assessment to identify opportunities to improve processes, realign clinical and operational goals, and implement initiatives like standardized inventory management and training specialized support staff to fill the role previously played by device representatives. The goal is to increase efficiency, quality and cost control for hospitals while reducing reliance on medical device sales representatives.
The document analyzes the sustainability reports of 145 Brazilian listed companies from 2008-2012 to assess the quality and completeness of information disclosed over time. It finds that the overall quality of information disclosed improved consistently over the period. Specifically, information for the economic and social dimensions improved consistently, while environmental information did not. The reports are becoming more comprehensive as companies gain more experience with sustainability reporting.
leveraging Project Management for successful Business outcomeSuhail Qadir, PMP®
The document discusses leveraging project management and business analysis for successful business outcomes. It emphasizes that establishing clear requirements, user involvement, and change control processes are critical for project success. Poor requirements practices often lead to higher costs, missed deadlines, and project failures. The document provides best practices and techniques for gathering requirements, documentation, and managing scope to deliver solutions that meet business needs.
Lean Strategies in Healthcare Revenue Cycle ManagementInvensis
Did you know? Revenue cycle inefficiencies accounted for 15% of 2.7 trillion spent on healthcare, or about $400 billion. Join Dr. Steven M Wagner to understand how to align continuous quality improvement through lean method for staff and management to overcome income obstacles in healthcare and help them to learn and experiment with strategies to address them.
Prosci "Presenting the Value of Change Management in Context" WebinarTim Creasey
Here are the key points I would cover in response:
- Explain that change management is the systematic approach for preparing and supporting individuals as they are impacted by organizational change, with the goal of driving adoption and usage of the change.
- Walk through the core phases and activities of a change management process - analyzing the impact of change, developing a change strategy and plan, engaging and preparing stakeholders at all levels, piloting the change, implementing at scale while monitoring and supporting adoption.
- Emphasize that change management is not just communications, but a structured process for addressing the people side of change at all stages of a project to increase the likelihood of successful adoption and business benefits realization.
- Offer to work with the
ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim CreaseyTim Creasey
Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com
ACMP 2015 Presentation: Change the Conversation, Change the GameTim Creasey
ACMP 2015. Monday, April 13, 3:45 - 5:00.
The time is now for you to step up your game. Over the last decade, the discipline of change management has grown in its maturation, formalization, acknowledged value and importance. Now is not the time to let up – but rather the time for YOU to change how YOU engage. To change the conversation, your focus must be on the unique contribution you (and change management) make to delivering change results and outcomes. In this session, Tim will deliver a personal charge to you to “change the conversation so you can change the game” along with a conceptual framework, pragmatic suggestions and real-time exercises to hone your approach. To earn the expected seat at the strategic table, the onus is on you to step up your game.
The document provides an agenda and overview for a workshop on introducing Lean. The agenda covers introductions, an overview of Lean thinking and principles, examples of Lean in healthcare, and workshops on value stream mapping and planning for sustainability. Key Lean concepts are explained, including value, value streams, flow, pull and continuous improvement. Benefits of Lean include improved efficiency and reducing waste. The origins and success of the Toyota Production System are reviewed. Implementing Lean in healthcare can help reduce waiting times, bed requirements, and costs.
How CHI Health Succeeds with AchieveIt: An AchieveIt Customer StoryPaige Pulaski
The CHI Health hospital group uses AchieveIt to execute huge initiatives – such as tracking strategic plans or launching new programs – across service lines and geolocations.
Myra Ricceri has been dubbed the “AchieveIt Queen” by her team. In her work as a Performance Excellence Coach Coordinator for CHI Health, Myra oversees major process improvement initiatives. As the main driver of project and change management and continuous improvement, Myra was looking for a tool to help her enable accountability and cross-plan visibility so she could drive work for her team.
The rest is history.
In this webinar recording, Myra tells her story about how AchieveIt empowered CHI Health Immanuel to become one of the first hospitals in the U.S. to earn an advanced certification from the American Heart and Stroke Associations.
Myra shares how she and her team have been able to accomplish the following since implementing AchieveIt:
> Launching a 6+ month project in just 23 workdays
> Cutting monthly reporting time from 4 hours to 15 minutes
> Reducing the number of status update meetings by half
This document provides information about Whole Systems Rapid Improvement Events (WS RIEs). It discusses how WS RIEs bring together stakeholders from across a system to identify interrelated issues and implement systemic solutions. Key features include workshops over 1-2 days to generate improvements, with support from experienced facilitators. WS RIEs typically yield 15-20% improvements in efficiency and effectiveness. The document outlines case studies, costs, implementation support options, and the Tricordant methodology used to facilitate WS RIEs.
Here is a summary of the key work completed in the reporting period for the Ventilator Associated Pneumonia Reduction Project:
- Gained approval from a high VAP incidence ICU to participate in the pilot program
- Recommended and gained approval for rollout order of remaining ICUs
- Developed and gained approval for a formal workflow transition plan
Point of Care Testing for Enhancing Patient Centered Planned Care DeliveryPAFP
PAFP 2013 Regional Lecture Series
Session 1 - Northeast
Presenter: Linda Thomas-Hemak, MD
The Wright Center for Primary Care
Broadcast live through the PAFP Community.
October 2nd, 2013 12pm - 1pm
Consultancy Management Assignment - HanishHANISH SHAN S
The document discusses a proposal for Albany Medical Center's Delivery System Reform Incentive Payment program. The proposal aims to reduce avoidable hospitalizations in the region by 25% over 5 years through clinical integration. Key components of the methodology include value-based payments, projects divided across 4 domains (project progress, system transformation, clinical improvement, population strategy), and performance-based scoring. The scope encompasses technology, spending monitoring, system transformation metrics, and clinical integration/population health improvement goals.
1. Strategic business planning is an essential tool for water utilities to help plan operations, investments, finance, and share information with stakeholders. It provides a means to agree on plans and ensure investment decisions account for customer wants.
2. The presentation discusses NSUSC's strategic business planning process as a case study, outlining its vision, mission, values, goals, and strategy. It emphasizes the importance of integrating business planning into management as a participatory and continuous process.
3. A SWOT analysis is conducted to identify strengths, weaknesses, opportunities, and threats for WASAs. Gaps in asset conditions are identified and targets are set to improve key indicators like water supply and sewerage pipes notified under ID
The document discusses initiatives at Northwell Health's Testing Center of Excellence (TCoE) to make testing more efficient and data-driven. It describes Northwell Health's large size and the TCoE's goals to improve quality, reduce time to market, and lower costs. Key initiatives discussed include implementing risk-based testing to prioritize testing based on risk, reducing wait times in end-to-end testing through automation and coordination, and increasing automation of testing and management of test data to speed up testing cycles and ensure consistent artifacts. The TCoE aims to transform testing through metrics, processes, tool optimization, and expanding its services across Northwell Health.
This document provides information about four pre-conference workshops at the 7th DIA China Annual Meeting from May 24-27, 2015 in Shanghai, China. The workshops cover topics including essential biostatistics concepts, completing CDISC-compliant CRF annotation, exploring medical communications services, and using lean approaches for authoring regulatory documents. Each half-day or full-day workshop includes sessions on the workshop topic led by industry experts and provides training and discussion for clinical research professionals.
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OpenQI - Brighton innovation forum presentation Jan 2014Conrad Lee
This document proposes the development of an online platform called OpenQI to facilitate quality improvement work across hospitals. It notes that while clinical audits are important for improving patient care, few audits actually complete the full cycle and lead to changes in practice. An online collaborative platform could help address issues like a lack of resources to generate project ideas, lack of continuity when clinicians rotate, and underutilization of the potential for sharing ideas and lessons learned. The proposal envisions OpenQI as a means to more easily store, manage, and share QI projects between healthcare professionals, with the goal of streamlining QI activity, encouraging collaboration, and completing more full audit cycles to ultimately improve patient care.
This document summarizes an approach to modeling the financial impacts of implementing patient portals in general practices. A three step approach was used: background research, design and assumptions, and financial modeling. Background research found pre-installation concerns were often overstated and imposing fees was a barrier. The modeling focused on resources freed up rather than net savings. Results showed larger practices saw greater reductions in FTE for GPs, nurses and administrative staff. A report and online modeling tool were produced to allow exploration of different design parameters and scenarios.
Nearly the Holy Grail – Clinical Portals for Faster, Better and Borderless CareNHSScotlandEvent
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The document discusses various planning processes and outputs for project quality, resource, communications, stakeholder, risk, and procurement management. It specifically examines the project quality management planning process and outputs of a quality management plan and quality metrics. It also explores the project resource management planning and estimate activity resources processes, and related outputs of a resource management plan, team charter, resource requirements, and a resource breakdown structure. Additionally, it describes the project communications management planning process and importance of a communications management plan. In under 3 sentences.
Simplifying processes for the customers of BC Clinical and Support Service (BCCSS) team was a focal point of their value proposition. Starting with a foundation of consistent, well-documented Standard Operating Procedures (SOP) and complimenting it with sound process governance the BCCSS team set out on a province-wide service mission to reduce risk, control cost and increase predictability. In the highly regulated healthcare industry, one that is experiencing significant business environment change, the need for efficiently managing and maintaining SOPs and process details is not only mission critical but also helps to drive process improvement and build employee engagement
Here are the key terms defined according to terminology standards:
Objective: To obtain profit before interest, taxes, depreciation and amortization (EBITDA) ≥ B
KPI: $ EBITDA
Initiative: Implement cost reduction program
This document provides an abstract for a dissertation submitted by Conrad Sebego for the degree of Master of Commerce in Project Management at Cranefield College of Project and Programme Management. The dissertation examines performance measures that reflect competitiveness and productivity improvement in the National Productivity Institute's Workplace Challenge Programme. The Workplace Challenge Programme aims to improve productivity and competitiveness through collaboration between employers and workers, improving workplace practices, and sharing processes and lessons learned. The research focused on identifying factors to consider when developing uniform measurements for quality, speed, cost and employee morale across companies participating in the Workplace Challenge Programme.
Fidye Westgarth, Agency for Clinical InnovationSax Institute
Fidye Westgarth, Manager of the Renal Network at ACI, attended a HARC Scholars' Forum to learn how to build sustainability into clinical innovation programs. She visited various NHS sites in the UK and a conference to gather information. Key lessons included the importance of leadership, credibility, resources, stakeholder engagement, training, and networks. Her report made recommendations for ACI to demonstrate success, engage executives, ensure workforce skills, and plan sustainability into all programs. Since 2011, ACI has established new centers, introduced training, strengthened communication, and engaged clinicians to continue innovating healthcare delivery.
The document discusses return on design (ROD), which aims to harness cross-disciplinary design talents and behaviors to help organizations address complex problems. It presents ROD research findings showing benefits like improved outcomes, reduced costs and errors, higher revenue and satisfaction. The research was conducted over several years with client organizations to understand ROD realities and build capacity for integrated design thinking.
The document discusses return on design (ROD), which aims to harness cross-disciplinary collaboration and integrated design thinking to address complex problems. It provides an overview of ROD research initiatives exploring how design is changing to require faster timelines, greater complexity, and cross-discipline work. Case studies show ROD can improve outcomes like energy efficiency, revenue, costs, and satisfaction. Key findings from research include reductions in falls, infections, turnover, and costs as well as increased revenue and satisfaction. A history of ROD concepts from the 1950s to present is also outlined.
MBC Support Group for Black Women – Insights in Genetic Testing.pdfbkling
Christina Spears, breast cancer genetic counselor at the Ohio State University Comprehensive Cancer Center, joined us for the MBC Support Group for Black Women to discuss the importance of genetic testing in communities of color and answer pressing questions.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
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The document provides an agenda and overview for a workshop on introducing Lean. The agenda covers introductions, an overview of Lean thinking and principles, examples of Lean in healthcare, and workshops on value stream mapping and planning for sustainability. Key Lean concepts are explained, including value, value streams, flow, pull and continuous improvement. Benefits of Lean include improved efficiency and reducing waste. The origins and success of the Toyota Production System are reviewed. Implementing Lean in healthcare can help reduce waiting times, bed requirements, and costs.
How CHI Health Succeeds with AchieveIt: An AchieveIt Customer StoryPaige Pulaski
The CHI Health hospital group uses AchieveIt to execute huge initiatives – such as tracking strategic plans or launching new programs – across service lines and geolocations.
Myra Ricceri has been dubbed the “AchieveIt Queen” by her team. In her work as a Performance Excellence Coach Coordinator for CHI Health, Myra oversees major process improvement initiatives. As the main driver of project and change management and continuous improvement, Myra was looking for a tool to help her enable accountability and cross-plan visibility so she could drive work for her team.
The rest is history.
In this webinar recording, Myra tells her story about how AchieveIt empowered CHI Health Immanuel to become one of the first hospitals in the U.S. to earn an advanced certification from the American Heart and Stroke Associations.
Myra shares how she and her team have been able to accomplish the following since implementing AchieveIt:
> Launching a 6+ month project in just 23 workdays
> Cutting monthly reporting time from 4 hours to 15 minutes
> Reducing the number of status update meetings by half
This document provides information about Whole Systems Rapid Improvement Events (WS RIEs). It discusses how WS RIEs bring together stakeholders from across a system to identify interrelated issues and implement systemic solutions. Key features include workshops over 1-2 days to generate improvements, with support from experienced facilitators. WS RIEs typically yield 15-20% improvements in efficiency and effectiveness. The document outlines case studies, costs, implementation support options, and the Tricordant methodology used to facilitate WS RIEs.
Here is a summary of the key work completed in the reporting period for the Ventilator Associated Pneumonia Reduction Project:
- Gained approval from a high VAP incidence ICU to participate in the pilot program
- Recommended and gained approval for rollout order of remaining ICUs
- Developed and gained approval for a formal workflow transition plan
Point of Care Testing for Enhancing Patient Centered Planned Care DeliveryPAFP
PAFP 2013 Regional Lecture Series
Session 1 - Northeast
Presenter: Linda Thomas-Hemak, MD
The Wright Center for Primary Care
Broadcast live through the PAFP Community.
October 2nd, 2013 12pm - 1pm
Consultancy Management Assignment - HanishHANISH SHAN S
The document discusses a proposal for Albany Medical Center's Delivery System Reform Incentive Payment program. The proposal aims to reduce avoidable hospitalizations in the region by 25% over 5 years through clinical integration. Key components of the methodology include value-based payments, projects divided across 4 domains (project progress, system transformation, clinical improvement, population strategy), and performance-based scoring. The scope encompasses technology, spending monitoring, system transformation metrics, and clinical integration/population health improvement goals.
1. Strategic business planning is an essential tool for water utilities to help plan operations, investments, finance, and share information with stakeholders. It provides a means to agree on plans and ensure investment decisions account for customer wants.
2. The presentation discusses NSUSC's strategic business planning process as a case study, outlining its vision, mission, values, goals, and strategy. It emphasizes the importance of integrating business planning into management as a participatory and continuous process.
3. A SWOT analysis is conducted to identify strengths, weaknesses, opportunities, and threats for WASAs. Gaps in asset conditions are identified and targets are set to improve key indicators like water supply and sewerage pipes notified under ID
The document discusses initiatives at Northwell Health's Testing Center of Excellence (TCoE) to make testing more efficient and data-driven. It describes Northwell Health's large size and the TCoE's goals to improve quality, reduce time to market, and lower costs. Key initiatives discussed include implementing risk-based testing to prioritize testing based on risk, reducing wait times in end-to-end testing through automation and coordination, and increasing automation of testing and management of test data to speed up testing cycles and ensure consistent artifacts. The TCoE aims to transform testing through metrics, processes, tool optimization, and expanding its services across Northwell Health.
This document provides information about four pre-conference workshops at the 7th DIA China Annual Meeting from May 24-27, 2015 in Shanghai, China. The workshops cover topics including essential biostatistics concepts, completing CDISC-compliant CRF annotation, exploring medical communications services, and using lean approaches for authoring regulatory documents. Each half-day or full-day workshop includes sessions on the workshop topic led by industry experts and provides training and discussion for clinical research professionals.
Why is RoI from sustainability important to the sports industry? We are extending our pilot study- here are more details about the research and how you can get involved
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This document proposes the development of an online platform called OpenQI to facilitate quality improvement work across hospitals. It notes that while clinical audits are important for improving patient care, few audits actually complete the full cycle and lead to changes in practice. An online collaborative platform could help address issues like a lack of resources to generate project ideas, lack of continuity when clinicians rotate, and underutilization of the potential for sharing ideas and lessons learned. The proposal envisions OpenQI as a means to more easily store, manage, and share QI projects between healthcare professionals, with the goal of streamlining QI activity, encouraging collaboration, and completing more full audit cycles to ultimately improve patient care.
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Simplifying processes for the customers of BC Clinical and Support Service (BCCSS) team was a focal point of their value proposition. Starting with a foundation of consistent, well-documented Standard Operating Procedures (SOP) and complimenting it with sound process governance the BCCSS team set out on a province-wide service mission to reduce risk, control cost and increase predictability. In the highly regulated healthcare industry, one that is experiencing significant business environment change, the need for efficiently managing and maintaining SOPs and process details is not only mission critical but also helps to drive process improvement and build employee engagement
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Objective: To obtain profit before interest, taxes, depreciation and amortization (EBITDA) ≥ B
KPI: $ EBITDA
Initiative: Implement cost reduction program
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This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
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National Healthcare CXO Summit - 2015: ROI of Efficient Facility Design
1. VOLUME 5:
RETURN ON INVESTMENT
OF
FACILITY DESIGN
18 MAY 2015 | DECISION PROCESS = CLINICAL AND FINANCIAL RESULTS
2. 2
NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Introductions
TEG Efficient Design+Productive Care Clinical Procedural Platform
• Overview
• Platform Design Elements
TEG Efficient Design+Productive Care Decision Management Timeline
Clinical Procedural Platform Concept Benefits and ROI Impact
• Clinical Volumes Comparison
• Staffing Comparison
• Patient Satisfaction Comparison
• Financial Results Comparison
Questions from Attendees
Presentation Outline
Return on Investment
of
Facility Design
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Introductions
R. Wayne Estopinal
AIA, ACHA, LEED AP
President
TEG Architects
W. F. “Bud” Barrow, II
AHA Region 7 Policy Board Chair, AHA Board Member
President/CEO
Our Lady of Lourdes Regional Medical Center
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Our Lady of Lourdes Regional
Medical Center (OLOL)
Lafayette, Louisiana
Process = Results
Replacement Facility Metrics
• Total Acute SF 430,400
• Number of Beds 186
• SF/Bed 2,314
• Percent Circulation 10.2%
• Site Acreage 46
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Clinical Procedural Platform
• Overview
• Platform Design Elements
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Clinical Procedural Platform
Overview
Departments Involved
• Emergency
• Imaging
• Invasive Cardiology
• Surgery
• Surgical Prep/Recovery and PACU
• Innovative Area - Flex Unit
DECON
DECON
DECON
EMERGENCY
IMAGING
FLEX UNIT
CYSTO
GI CATH SURGERY
CARDIOLOGY
PRE/POST OP
PACU
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Clinical Procedural Platform
Design Elements
Circulation
• Corridors Clear and Direct
• Staff Functions Without
Circuitous Routes
• Reduces Travel Distances
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Departmental Adjacencies
• Department Locations with Direct
Access to Other Departments
• Clinical Frequencies Determines
Adjacencies
Clinical Procedural Platform
Design Elements
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Visibility
• Staff Stations Allow Viewing of
Multiple Patient Care Areas
• Reduces Need for Staffing
Observation Stations
Photo by: Will Crocker
Clinical Procedural Platform
Design Elements
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Expandability
• Horizontal Expansion via
Exterior Walls
• Eliminates Major Disruption or
Demolition of Clinical Spaces
Clinical Procedural Platform
Design Elements
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
• Circulation
• Departmental Adjacencies
• Visibility
• Expandability
Clinical Procedural Platform
Summary
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Decision Management Timeline
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Project Decision Management Timeline
Overview
Objective: Continuation of services
to insure maximum value is provided
to the Hospital.
8.0 CONSTRUCTION
9.0 POST CONSTRUCTION
1.0 INVESTIGATE/CONFIRM/VISION/INFORM
Objective: Explore new ideas and Confirm prior decisions; Inform/Educate Hospital participants. Guiding Principles Draft One.
2.0 PROGRAM
Objective: Define facility square footages driven by projected clinical utilization data./Service Lines/Programs and Departments
3.0 CONCEPTUAL
Objective: Create departmental level images to optimize clinical efficiency and illustrate adjacencies./Resolve Guiding Principles
4.0 SCHEMATIC DESIGN
Objective: Design spatially accurate images to define the project./Initial Facility Aesthetics
5.0 DESIGN DEVELOPMENT
Objective: Detail each space via clinical collaboration and multi-disciplinary input.
Objective: Deliver the facility by collaboration with Construction Team.
7.0 BIDDING/NEGOTIATIONS
Objective: Price the CD Package via selected construction delivery process.
6.0 CONSTRUCTION DOCUMENTS
Objective: Document the Replacement Hospital via construction level detailing and coordination.
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
OLOL Collaboration Metrics
• 170 Meetings between OLOL & TEG
• 105 OLOL Staff Involved
• 28 Design Team Members
• 104,051 Design Team Hours
OLOL Nurses Station
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0
Project Decision Management Timeline
Overview
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Project Decision Management Timeline
Overview
A. Hospital
.01 Leadership Team
.02 Project Committee
.03 Buildings/Equipment Committee
.04 Board of Directors
.05 Departmental Leaders
.06 Physician Leaders
B. Design Team
.01 Architects
.02 Civil Engineering
.03 Structural Engineering
.04 Mechanical/Electrical Engineering
.05 Code/Egress Consultant
.06 Landscape Architect
.07 Interior Design
Sample list of Participants
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0
C. Construction Team
.01 Construction Manager
.02 Prime Sub Contractors
D. Consultants
.01 Health Care Delivery Strategist
.02 Program Manager
.03 Equipment Planner
.04 Construction Cost Estimator
.05 Transition/Move Consultants
.06 Security Consultant
.07 Information Technology Consultant
.08 Legal Counsel/Construction Specialist
.09 Financial Consultant
.10 Vertical Transportation Consultant
.11 Traffic Consultant
OLOL Lobby Interior
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Clinical Procedural Platform
Concept Benefits and ROI Impact
• Clinical Volumes Comparison
• Staffing Comparison
• Patient Satisfaction Comparison
• Financial Results Comparison
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Clinical Volume Comparison
FY 2011 vs. FY 2014
FY 2011: 29,096
FY 2014: 36,081
FY 2011: 6,549
FY 2014: 6,757
FY 2011: 52,246
FY 2014: 75,175
24%
Increase
3.17%
Increase*
43.88%
Increase
* Surgical Volumes are reduced due to joint venture with adjoining surgical hospital on campus
Emergency Department
Visits
Surgical Department
Procedures
Imaging Department
Procedures
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Staffing to Clinical Volume Comparison
Emergency Department
Old Campus
43.1 FTE
Utilization: 675 Visits/FTE
New Campus
49.4 FTE
Utilization: 730 Visits/FTE
Surgical Department
Old Campus
45.9 FTE
Utilization: 143 Procedures/FTE
New Campus
52.2 FTE*
Utilization: 130 Procedures/FTE
Imaging Department
Old Campus
25.8 FTE
Utilization: 2,025 Procedures/FTE
New Campus
34.2 FTE
Utilization: 2,199 Procedures/FTE
14.61%
Staffing
Increase
13.72%
Staffing
Increase*
32.55%
Staffing
Increase
*Actual staffing increases were minimal given the percentage of procedure increases documented.
Surgery procedures did not increase significantly due to the surgical hospital joint venture with physicians.
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Goals
• Not Reduce Staffing
• Create Facility that Attracts Greater Market Share
• Improves Outcomes and Access to Care
• Department Size Based on Need
• Staff Productivity Improved
• Financial Results Improved
Staffing to Clinical Volume Comparison
3.17%*
Procedure Increase
13.72%
Staffing Increase
24%
Visit Increase
14.61%
Staffing Increase
43.88%
Procedure Increase
32.55%
Staffing Increase
*Actual staffing increases were minimal given the percentage of procedure increases documented.
Surgery procedures did not increase significantly due to the surgical hospital joint venture with physicians.
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Patient Satisfaction Comparison
Press Ganey
Guardian of Excellence Award
OLOL named a Guardian of
Excellence Award winner by
Press Ganey Associates, Inc in
2013 and 2014
86th
Percentile
of Scoring
Population
Press Ganey Mean Scores: Old Campus VS. New Campus Comparison
60th
Percentile
of Scoring
Population
86.7
Old Campus
Press Ganey
Mean Score
89.7
New Campus
Press Ganey
Mean Score
43.3%
Increase in Percentile
OLOL Patient Room
Photo by: Will Crocker
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
OLOL Overall Facility Performance
FY 2011: $155,818,000
FY 2014: $192,540,000
23.57%
Increase
Net Patient Service Revenue
2011 vs. 2014
OLOL Hybrid OR
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Financial Results
Emergency Department
$2,160,314
Increase
FY 2011: $(71,912)
FY 2014: $2,088,402
Net Profit
8%
Decrease
FY 2014: $3,310,259
FY 2011: $3,605,999
Total Salaries/Wages/Benefits
DECON
Total Gross
Revenue
89%
Increase
Net
Revenue
71%
Increase
EMERGENCY
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Net
Revenue
49%
Increase
Total Gross
Revenue
58%
Increase
$1,495,340
Increase
FY 2011: $(1,288,514)
FY 2014: $206,826
Net Profit
6%
Decrease
FY 2014: $3,314,931
FY 2011: $3,532,222
Total Salaries/Wages/Benefits
SURGICAL
Financial Results
Surgical Department
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
$2,634,602
Increase
FY 2011: $3,674,925
FY 2014: $6,309,527
Net Profit
17%
Increase
FY 2014: $2,439,680
FY 2011: $2,085,806
Total Salaries/Wages/Benefits
Total Gross
Revenue
73%
Increase
Net
Revenue
43%
Increase
IMAGING
Financial Results
Imaging Department
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NATIONAL HEALTHCARE CXO SUMMIT MASTERCLASS | ROI OF FACILITY DESIGN | 18 MAY 2015
Series
Volume III
Masterplanning
Aligned Planning Strategies
& Collaborative Visioning
Volume II
ED Examples
Emergency Departments:
Highly Efficient Facility
Design
Volume I
ED Efficiency
Emergency Departments:
Facility Metrics with Time &
Motion Considerations
2012 | VOLUME. 03 | A PrOcEss OF highLy EFFiciEnt FAciLity dEsign
EFFICIENT DESIGN
PRODUCTIVE CARE
ALIGNED PLANNING STRATEGIES AND
COLLABORATIVE VISIONING
2011 | VOLUME. 02 | A CASE STUDY OF HIGHLY EFFICIENT FACILITY DESIGN
EFFICIENT DESIGN
PRODUCTIVE CARE
DESIGNING EMERGENCY DEPARTMENTS
THAT IMPROVE STAFF PRODUCTIVITY
1
Efficient Design Productive Care
Designing Emergency Departments that Improve Staff Productivity
A case study of facility metrics with time and motion considerations.
2010
+
VOLUME 5:
RETURN ON INVESTMENT
OF
FACILITY DESIGN
2015 | VOLUME .05 | DECISION PROCESS = CLINICAL AND FINANCIAL RESULTS
Volume IV
Nursing Units
High Performance
Nursing Units & Patient
Room Innovation
Volume V
ROI of Facility Design
Decision process =
Clinical and Financial results