In 2018, the University of Illinois Health System (UIH) launched its first outpatient facility via a P3 delivery, aiming to swiftly create program space to enhance care quality, support an at-risk older population, cater to more Medicare/Medicaid patients, and tackle healthcare inequality and outcome disparities in Chicago. By leveraging strategic partnerships, UIH achieved delivery one full year ahead of its traditional delivery model. In addition, a full floor dedicated to prevention was made possible due to the model; the GI floor now provides 35 cancer screenings per day to underserved populations. Patients who were previously only able to receive cancer treatment in the hospital now have access to preventative care, saving lives and reducing healthcare costs overall. The UI Health Specialty Care Building sets a new standard for meeting growing demand that address healthcare inequality. This session will highlight lessons learned and how-to steps for success.

Learning Objectives

• Identify how the UIH Specialty Care Building will address inequities of access and improve disparities in health outcomes in the Midwest.
• Understand how the P3 development model enabled the creation of the first outpatient surgery center for the public health system in Chicago.
• Learn about the real-life outcomes of P3 as a real estate and capital solution, including how it can maximize operational and financial performance, expand access to underserved populations, improve care delivery, and provide healthcare organizations with the necessary resources to address unique regional and community needs.
• Understand which design factors are beneficial for a public healthcare facility to serve a variety of patient types, including inclusive design strategies for Medicare/Medicaid patients, how to support patients arriving via public transport, and flexible solutions for medical treatment of people who are incarcerated.

Thomas Longhi, AIA-AAU
Principal, Health Sector
Stantec Architecture

Julia Louie, AIA, EDAC
Director, Space Planning & Management
University of Illinois Health

Dan Myers
Vice President
Pepper Construction

Mike O'Keefe
Managing Director
Ankura

In today's fast-paced facility engineering landscape, effective facility management isn't just preferable—it's essential. Asset tagging leads this effort, providing a comprehensive solution to streamline operations, optimize resource allocation, and boost productivity. This session explores the critical role of asset tagging and its various applications in facility management. From capital planning to energy conservation, asset tagging forms the foundation for informed decision-making and proactive maintenance strategies. We'll discuss how design teams can actively contribute to asset tagging processes, especially during the initial stages of facility planning and layout. Collaborating closely with asset managers, design teams can establish standardized tagging protocols and guidelines, ensuring consistency in tag placement, labeling conventions, and data capture methods across different asset types and facility areas.

• Understand the fundamental principles of asset tagging and its role in facilitating efficient facility management practices.
• Evaluate the strategic significance of asset tagging in enhancing operational resilience, minimizing costs, and fostering sustainability within facility management operations.
• Explore the diverse applications of asset tagging across capital planning, maintenance scheduling, inventory management, and workforce optimization.
• Acquire practical insights into implementing effective asset tagging strategies, leveraging advanced technologies, and integrating asset data into decision-making processes for optimal resource allocation and performance enhancement.

Rodney Ashmore, CxA
Founding Partner
ACS

Brooke Bohme, PE, CHFM, CEM, LEED AP
Director of Engineering
Children's Health

Dean Woodley
Vice President of Project Management
SPMT Group

As healthcare facility professionals strive for operational excellence, it's crucial to assess the current asset management philosophy and understand how a focus on reliability can improve the patient care experience.

Learning Objectives

• Describe how reliability-centered maintenance (RCM) is leveraged to determine the maintenance requirements of any physical asset.
• Identify opportunities to evolve an outdated "just-in-case" calendar-based maintenance strategy towards reducing risk, based on evidence of need.
• Present the Design, Installation, Potential Failure, Failure (D-I-P-F) Curve and discuss failure patterns.
• Think beyond preventative maintenance and begin to unlock the potential of condition-based maintenance and predictive maintenance.

Shay Rankhorn, FASHE, CHFM, CHC, FTHEA
Partner
Facilities Diagnostics, LLC

Devin Hugie, MBA, FASHE, CHFM, CHC, CRL, CLSS-HC, CEPSS-HC, CHSP-FSM, CHEP
CEO
Forum Reliability

Planning sustainable and energy-efficient healthcare facilities is complex, requiring a customized approach to address each facility’s unique challenges. In this session, we’ll explore the journeys of two pioneering suburban hospitals in Indiana—Major Health Partners’ Major Hospital and Riverview Health’s Westfield Hospital—both leading in sustainable practices. Both facilities have drastically reduced energy consumption through innovative design strategies. Attendees will gain insights from project leaders who will explore practical approaches to sustainable design at the community hospital scale. This session aims to equip healthcare systems with strategies for integrating energy-efficient solutions that align with budget constraints, community needs, and long-term environmental goals, ultimately enhancing patient care and benefiting the wider community.

Learning Objectives

• Illustrate how sustainable design not only benefits the healthcare system by cutting operating costs and improving facility performance but also benefits patients, the community, and the environment.
• Identify the innovative energy reduction strategies implemented at the community hospital scale that allow both hospitals to operate more efficiently.
• Apply methods of high-performance design using real building data.
• Demonstrate how early involvement in design impacts a project’s performance success.

Doug Hundley, PE, CxA, CGD, LEED AP
Vice President
CMTA

Scott Tripp, MBA
Operations Director of Facilities
Riverview Health

Jeff Williams
Design and Construction Executive
Major Health Partners

This presentation explores innovative strategies for enhancing hospital safety during construction, renovation, and facility management. As healthcare institutions adapt to meet growing patient care demands, ensuring safety during these transitions is crucial. Our methodology combines project management fundamentals with healthcare facility requirements, focusing on risk assessment, stakeholder engagement, and agile planning to minimize disruptions and maintain patient safety. Case studies will demonstrate the integration of safety measures in complex healthcare settings, offering practical insights for real estate, construction, and facility management professionals. Attendees will learn to implement comprehensive safety protocols, enhancing healthcare environment safety during and after project completion.

Learning Objectives

• Understand the integration of project management principles with hospital safety requirements to enhance safety during projects.
• Explore methodologies for identifying and mitigating potential safety risks to maintain operational integrity and patient care quality.
• Emphasize the critical role of engaging all stakeholders, including medical staff, administration, and construction teams, in the planning and implementation of safety measures.
• Implement lessons learned from case studies showcasing successful implementation of safety protocols in healthcare projects.

Jason McClaren, CHFM, CHSP
Safety Consultant
HospitalSafetyOfficer.com

Planning a new healthcare development is complex and requires strategic planning and solid project management. Large developments can take three to five years from planning to occupancy, with project scope and goals facing challenges throughout. Recent trends, such as heightened cost escalation, increased operational costs, supply chain issues, turnover in staffing, and rapid changes in technology, have exacerbated these challenges. Health First planned a hospital replacement project on the Space Coast of Florida during Covid-19, only to face 30 percent increases in construction costs and larger operational deficits post-project approval. With the expertise of the project management team, the project was reshaped, focusing on essential goals and efficient design to control costs.

Learning Objectives

• Learn how to monitor project scope while assessing proposed changes, aiding in the decision-making process and documenting appropriately.
• Design and plan within budget and schedule with methods to assure that the project design and planning efforts are within budget.
• Verify stakeholders are engaged and their input is received, integrating new and replacement stakeholders.
• Recognize appropriate contingencies to address risks and unknowns without over-inflating the budget and schedule.

Tim Clancy, LEED AP
Director, Project Management
The Concord Group

John Duggan
Co-Chief Operating Officer
The Concord Group

Jonathan Flyte
System Vice President
Health First

Improving hospital infrastructure through renovation is crucial for efficient operations with minimal service disruption. Join a panel of speakers from Stanford Medicine Children's Health as they present a case study of one of the first hospitals in Northern California to install a vacuum plumbing system. Learn about the system's benefits in sustainability, ROI, leak prevention, reduced blockages, and minimizing future disruptions. The presenters will share their strategy and lessons learned from implementing the system in an active hospital, including managing plumbing shutdowns, construction noise, future tie-in planning, and communication with clinical teams.

Learning Objectives

• Understand the strategy used to plan and execute a vacuum plumbing system project.
• Discuss the benefits of a vacuum plumbing system and how to plan for future tie-ins.
• Identify lessons learned and best practices for implementing a major utility change in an occupied hospital.
• Explore the importance of communication and collaboration with the hospital clinical teams related to noise, plumbing shutdowns, and other disruptions that impact patient care.

Lynn Aguilera, D.M., MSNEd, RN, PMP, EDAC
Executive Director, Strategic Space Planning and Transition Strategy
Stanford Medicine Children's Health

Robert Rutkowski
Senior Manager, LPCH InfrastructurePlanning, Design & Construction
Stanford Health Care

Bryan Ciraolo
Facilities Systems Engineer
Stanford Medicine Children's Health

Cade Clayton
Construction Manager
Stanford Health Care

Adding operating rooms means additional support space, including sterile processing. NGHS is expanding its facility in Gainesville, Ga., including extending its surgery platform. The provider chose to pursue an offsite sterile processing facility due to various factors. This session will explore the planning and implementation of this offsite facility, along with its benefits and challenges. Through this case study, NGHS and the project team aim to inspire other healthcare facilities to consider alternative solutions to support growing surgery volumes while balancing space constraints.

Learning Objectives

• Learn about modular, offsite sterile processing facilities.
• Understand the operational benefits of implementation, as well as the challenges.
• Identify the financial drivers that make offsite facilities like this beneficial.
• Explore what minimum-risk/low-commitment steps healthcare organizations can take to determine if an offsite facility is feasible.

Amy Marsh, MBA, BSN
System Executive Director (Perioperative Services)
NGHS

Tahmid (Tim) Mohiuddin, MRED
Senior Project Manager
Turner & Townsend

This presentation offers a simple method for organizations to prioritize capital spending across various initiatives such as safety, sustainability, reliability, and public perception, as well as across different locations. Speakers will address the challenge of comparing projects across different contexts, which begins with an overview of how many companies categorize their capital projects. However, this approach alone doesn't provide sufficient distinction between projects within the same priority level. Attendees will be challenged to: document expectations for desired results; apply the concept consistently, adjusting as needs change; weight expectations to match current priorities (e.g., sustainability); and allow unbiased criteria to determine priorities.

Learning Objectives

• Develop facility priorities as project outcomes.
• Apply weightings of expectations to those priorities and outcomes.
• Understand how to create an "evergreen" list of capital projects.
• Apply strategic management of a capital program.

Benjamin Goudy, CFM
SVP, Data Center & Critical Environments
Controlled Contamination Services