Healthcare delivery is known to produce carbon emissions which are detrimental to health. But progress toward minimizing these emissions has been slow. In this interactive workshop, you will learn (and practice) human-centered budget-friendly design techniques to reduce carbon in the healthcare environment.

Steve Rees
Special Advisor, Corporate Services at Alberta Health Services and Current Vice President and Incoming President of IFHE

Scott Czubkowski, PE, CHC
Director of Energy and Facility Performance
Medxcel

Troy Savage, MEnvSci, MDiv, EIT
Project Manager
Mazzetti

Grace Olupinyo, M.A., ENV SP
Decarbonization and Sustainability Specialist
Mazzetti

The leading-edge Cancer Center at Inspira Medical Center Mullica Hill was designed for the comfort and convenience of patients seeking oncology services. This session will take you through the journey of envisioning a brand new community and patient-centered comprehensive cancer program from scratch. You will learn how designers, clinicians, and patients worked together as a team to realize the vision for the center, designing spaces that not only support but foster a collaborative approach to care between specialties. Two years after opening, presenters will share important lessons learned, how the vision was realized, what staff are saying, and how patients are responding.

Learning Objectives

• Identify the challenges and opportunities when building a comprehensive cancer center from scratch.
• Transform cancer care through collaboration and operational improvements.
• Engage caregivers, patients, and their loved ones to realize a vision and understand how every detail makes a difference.
• Examine post-occupancy evaluation findings after two years of operations.

Fernanda Pires, EDAC, Lean Greenbelt
Senior Healthcare Planner
Ballinger

Michelle Marshall, MBA, FACHE
System Vice President Of BD and Strategy
Inspira Health

Seasoned project managers understand the importance of Quality Assurance (QA), but how many projects actually follow through on every step of the process? The goal of QA efforts is to provide the owner with a completed building that meets quality expectations and performs in accordance with the design intent and owner’s operational needs. This presentation will walk through the steps of the QA process. See case studies, including an ongoing project where project management services including QA are being tracked and managed in real time. Tools reviewed in this presentation will help projects achieve success by using appropriate quality assurance measures.

Learning Objectives

• Understand the importance of QA to ensure long-term owner satisfaction.
• Obtain the steps necessary in the full QA cycle process.
• Learn how to use Smartsheet as a QA and project management tool.
• Consider lessons learned to avoid repeating previous mistakes.

Shannon Campbell, MBA
Director, Project Management
CBRE Healthcare

Jeffrey Schmidt, CHFM
Associate Vice President
Thomas Jefferson University

Jennifer Zoeller, PE, VA
Senior Project Manager
CBRE Buildings and Systems

White Plains Hospital sits in an emerging urban environment with a new bed tower soon to be constructed. While the downtown urban landscape is beneficial to the pedestrian experience, it poses a challenge to the hospital's growth with limited real estate to increase parking. This session will evaluate how the hospital responded to parking demand while preserving as much real estate as possible for clinical- and patient-focused uses. Presenters will review the data-driven 10-year projections and how service line evaluations were used to project parking demands beyond typical industry standards. They’ll also explore employee and patient satisfaction measures deployed by the hospital, such as valet operations, parking proximity, and technology enhancements.

Learning Objectives

• Develop an understanding of how to use actual service line and budget projections to project future parking demands rather than using less accurate industry standard methods.
• Explore the capital and operational cost of parking and how cost tradeoffs may impact building design.
• Obtain strategies that can increase utilization of existing parking to minimize the need for additional parking.
• Consider urban design principles that can limit the negative impacts of parking.

Jeffrey Elsey, PE, CAAP, LEED AP
Vice President
Kimley-Horn

Robert Stiers
Asst. Vice President of Project Management, Capital Planning & Design at White Plains Hospital

A significant risk to a new healthcare facility is the volume and integration required for planned equipment and systems to be built, tested, and functional. The evolving and complex healthcare technology within healthcare design exposes a need for specialized healthcare IT (HIT) program management. The individual(s) managing HIT must have the knowledge necessary to represent the IT department in navigating tasks required for activation. This multidisciplinary speaker team will share a modern approach for healthcare construction and IT project management. They’ll share tools, required resources, best practices, and lessons learned through their experiences activating multimillion-dollar healthcare construction projects. This information will equip the project and HIT leaders with resources as they prepare for activation.

Learning Objectives

• Identify key inputs necessary to develop a plan for information and communication technology systems for a healthcare facility project.
• Understand the IT department’s responsibilities required during each phase of the construction timeline.
• Define the required project team members and their roles and responsibilities during the transition and activation planning process.
• Obtain best practices and lessons learned documents for application in future projects.

Teal Heath, FACHE, RN, PMP
Principal
Equinox Healthcare IT, Inc.

Kelly Guzman, MN, RN, EDAC
President & CEO
Yellow Brick Consulting, Inc.

Darlynn Willy
Director - Strategic Program Management Office
Loma Linda University Medical Center

Bert Chancellor
Executive Director - Technical Services
Loma Linda University Medical Center

With the current changes in care delivery due to the ongoing pandemic, and changes in care delivery and reimbursement models shifting to value-based care, how will outpatient facilities be designed to respond to patients needs? And what is the current state of population health, medical homes, and home care? CMS’ “Acute Hospital Care At Home” program has allowed eligible hospitals unprecedented and comprehensive regulatory flexibilities to treat certain patients in their homes. The agency clarified the new flexibilities are aimed at acute care in the home and are very different from traditional home health services. This presentation will discuss the changes in care delivery and the spaces needed to support that care.

Learning Objectives

• Discuss the future outlook of outpatient facilities and how they are evolving due to care delivery models.
• Understand what the new “Acute Hospital Care at Home Program” model of care includes and how hospitals are utilizing this as an extension of care.
• Obtain insight into the early Hospitals Without Walls program that is currently in the trial state.
• See how CMS is leveraging the latest innovations and technology to help healthcare systems that are facing significant challenges to increase their capacity to make sure patients get the care they need where they need it.

Steven Donnelly, RE
Real Estate Director, Vice President
University Health San Antonio

Patrick Casey
Vice President - Facilities Operations and Planning at University of Miami Health System

Mark Stewart, AIA
Senior Program Manager
Parkland Health and Hospital System

M Health Fairview is disrupting the way emergency mental health care is being delivered. Since opening the first Emergency Psychiatric Assessment, Treatment, and Healing (EmPATH) unit in Minnesota, M Health Fairview’s Southdale Hospital is providing mental health support in a safe and calming environment at a time when patients are at their most vulnerable. The hospital also has seen admission rates drop from 38% to 16% in just 40 weeks. Join these presenters to learn more about the EmPATH model, the benefits that M Health Fairview and their patients have already experienced, and how you can bring the EmPATH model into your facility.

Learning Objectives

• Explore the innovative EmPATH model and illustrate its significance to mental health care.
• Distinguish the differences between EmPATH and traditional models.
• Learn how M Health Fairview’s Southdale EmPATH unit has impacted patient and operational outcomes.
• Embrace a passion for sustainability in a non-traditional approach, thinking of the sustainability of the community, its people’s well-being, and long-term prosperity.
• Identify steps to bring the EmPATH model into your facility

Beth Heinz, MHA,
Executive, Women and Children's Service Line and Mental Health and Addiction Services at M Health Fairview

Allison Holt, MD
Vice Chair for Clinical Affairs, University of Minnesota Dept of Psychiatry/Physician Chief at M Health Fairview Mental Health & Addiction Service Line

Ryan Johansen, AIA
Principal
BWBR

Devan Swiontkowski, EDAC
Project Planner
BWBR

It is critical to have a clear line of sight into how buildings, equipment, and systems are performing and meeting the needs for caregiving and other operations. It is likewise crucial to understand where the opportunities are for facility and asset optimization. This candid conversation between a recognized leader in facility management and former health system CEO will provide valuable insight regarding facility condition assessments and facility optimization. The discussion will address risk mitigation as well as avoiding code and regulatory deficiencies. It will also help you better prepare for successful budget discussions with senior leadership and the board.

Learning Objectives

• Recognize the actionable information necessary for informed decision making and development of your facility optimization strategy.
• Identify methods to rank and prioritize capital budget needs for maintenance and replacement across your portfolio.
• Explore tools for maintenance, compliance monitoring, and action plans.
• Obtain valuable insights on forecasting for capital repairs and replacement budgets that provide compelling presentation to leadership for funding.

Douglas Carney, AIA, MBA
Chief Facilities Officer, System Senior Vice President - Real Estate and Facilities at Mount Sinai Health System and Icahn School of Medicine

Mark Fulco, MPA, ACHA
Vice President, Healthcare at Suffolk Construction

The word “hybrid” has been thrown around as a new way of thinking about how companies will work in the future. As the pandemic is now becoming endemic, organizations are starting to realize they need to define the hybrid work environment now or risk missing a great opportunity. A hybrid (or active workspace) is increasingly being recognized as an extension of the home office, with common characteristics to optimize productivity and create a safe, familiar space to work. It is our job as planners, designers, leaders, and builders to help define the hybrid setting for each system, department, and individual and create environments that are desirable to the workforce.

Learning Objectives

• Communicate and articulate an understanding of the definition of hybrid work and create a common goal that is effective for leadership and meets the desires and needs of the staff.
• Identify strategies to adequately address leadership’s apprehension regarding a loss of productivity, staff engagement, and control.
• Understand the need for culture change to allow staff to embrace the freedom of choice and ways to capitalize on the conveniences and comforts of a hybrid work environment.
• Create different types of spaces that are active, unassigned, and inviting to staff to provide opportunities for privacy, collaboration, quick touchdown, and casual meeting.

Corrie Feldmann
Senior Facility Planner
The Ohio State University Medical Center

Paul Lenz, RA
Senior Facility Planner
The Ohio State University Medical Center

Andrew Kim
Project Planner
Steelcase

Erin Hill
Interior Design Planner
The Ohio State University Medical Center

How do you know when it's time to love it (renovate your existing healthcare facility) or list it (build or renovate in a new location)? This presentation looks at the process of performing facility assessments and studies of aging healthcare facilities from both a high level and via a specific case study of a clinic in Hawaii. Presenters will document existing conditions and share facility history, current and future spatial requirements, and current deficiencies. From this, they’ll present the “client” with multiple potential courses of action with unique costs and time implications where they can choose whether it's best to love it or list it.

Learning Objectives

• Understand key components that go into determining if an existing facility is adaptable to current and future healthcare delivery needs.
• Identify the deficiencies in the existing building systems, including health hazards, and understand mitigation strategies for aging healthcare facilities.
• Identify the unique cost and time implications of potential courses of action.
• Reinforce the value of studies and long-term planning.

Katelyn Walker, MBA, PMP, FHFI
Associate, Project Manager, Medical Planner at SS&A Design Collective

Brian Sickles, AIA, CSI, CDT
Senior Associate, Director of Construction Specification at SS&A Design Collective

Shaun Bott, PMP, FHFI
Medical Planner, Project Manager
SS&A Design Collective