1 ADVANCE for Executive Insight

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CoO Perspective The theory of “build it and they will come” does not apply to healthcare construction. surgical suites. It will sit where a current medical office building resides, which will be demolished later this summer. The primary goal for this tower is to provide state-of-the-art facilities for the care of patients, especially those that are critical. By consolidating services related to critical care in one tower, efficiencies will be gained. Capacity will also be added to a facility that is struggling with lack of both ED and critical care beds. Design Considerations The flagship facility sits in a residential neighborhood, so maintaining positive community relations was key. We also wanted the overall design to focus on infection control/wellness, lighting and even stair locations in order to gain an edge against other local area competitors. Volatile organic compounds (VOC) and other hazardous compounds are contained in many construction materials and furnishings, posing a risk. But for infection control purposes, we prohibited all VOC-containing materials (e.g., lead, copper, cadmium-based materials). A number of VOC-free materials are available, including less-polluting paints, wood products, carpets, solvents, etc. Additionally, we are minimizing horizontal services and opting for antimicrobial surfaces wherever possible. And stairwells are being equipped with windows to encourage use and promote wellness. Maintaining positive community relations is a necessity for a hospital, especially in an effort to keep local admissions…local. Construction vehicles, noise levels, debris control are all challenges in a construction project and can create neighborhood dissention. In order to combat this throughout this project it was important to: 1. Establish a written communication plan that will continuously update the local Chamber of Commerce as well as neighbors. Letters are sent to neighbors homes routinely to inform them of what is next in the process, what issues that might pose etc. 2. Participate in “green” efforts where possible. This design incorporates bike racks, inviting landscaping, special lighting designs, etc. to “decommercialize” the building and pose it as urban-friendly. Within the buildings themselves, innovation was key in order to improve patient access and overall care. Bullet Points The following are some items implemented during the planning process for each area of focus in order to improve throughput, efficiency, quality and patient satisfaction: Emergency Department n Ambulance flow completely separate from other traffic n Entire waiting room visible by receptionist n Utilization of a Team Triage methodology and one-way glass between triage and reception station to facilitate staff coverage n Positioning of access points so that staff can monitor without relying on cameras or leaving work area n Remote locking/unlocking capability for entry points n Universal rooms — triage rooms can function as ED rooms n Minimal built-in cabinetry for lower maintenance n Overall patient flow is clearly defined to place less reliance on signage Surgery (OR) n 750-square-feet minimum in all ORs n Power-operated OR doors n 10-feet ceilings to accommodate future equipment needs n Pre- and post-operative rooms are interchangeable n Direct access to central sterile right below ORs Critical Care Unit n Public elevator immediately adjacent to unit n Handwashing sink at entry to unit n Unit clerk space directly at entrance to unit for immediate family greeting n Significant use of glass for greater daylight effects n Procedure room on the unit Changing with the Times The theory of “build it and they will come” does not apply to healthcare construction. Building an ineffective tower could discourage patients. A tower that promotes efficiency and a “soft” environment for patient care can make all the difference. Construction is expensive, and building decisions must be carefully considered and planned well. With hospitals now concerned about Valuebased purchasing, Medicare break-even plans, readmission strategies, etc., you cannot afford to make a mistake by building ineffectively. To van in t 22 ADVANCE for Executive Insight
Choosing us to help you manage lab costs It’s academic In today’s do-more-with-less landscape, managing costs is vital. We can help you achieve your objectives with solutions tailored to your needs while making your lab’s test menu more competitive. We offer resource-optimizing lab management, Six Sigma tools and programs that help you maximize employee retention. And, we bring the logistics efficiencies of the nation’s leading lab. To manage costs, improve patient care and build loyalties, put Quest Diagnostics to the test. watch a video on green hospital design, go to www.adceweb.com/executiveinsight and enter “green design” he keyword box. Quest Diagnostics Hospital Services Specialized services for your complex challenges Visit www.questdiagnostics.com/hospitalservices or contact a Quest Diagnostics representative to discover more. Quest, Quest Diagnostics, the associated logo and all associated Quest Diagnostics marks are the trademarks of Quest Diagnostics. © 2012 Quest Diagnostics Incorporated All rights reserved. ADVANCE for Executive Insight 23
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