DEFINING
expectations
Collaboration during
project initiation
provides clear
expectations, results in
positive outcomes
By Judson Orlando
W
ith the unclear landscape
in healthcare, organizations are looking inward to
control costs. Operating
margins continue to constrict due to
changes in reimbursement and the looming implementation of the Affordable
Care Act. This constriction decreases the
overall ability to fund capital investments,
making decisions on the use of the
available funds critical. As investments in
22 Medical Construction & Design | November/December 2013
new or renovated facilities can become
a significant portion of the expenditures,
it is critical that each investment is carefully implemented.
The operational lifecycle costs and
efficiency of design can cripple a health
system if not thought about upon conception of a project. Given the design
and construction of a healthcare facility
typically makes up less than 15 percent of
total lifecycle costs, the need to focus on
operational efficiency and informed designs is becoming increasingly important.
The project initiation process, often the
most overlooked component of a project,
is the opportunity for the greatest impact
to help chart successful outcomes.
Internal organization
The project starts when the owner's
project team is assembled. With a
renewed focus on operations, it is critical
to develop a structure that works for
each organization. Development of a
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