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Medical Construction & Design | J U LY/AUGUST 2017 | MCDM AG.COM
To respond to changing
dynamics and forces driving
healthcare, industry leaders
study the paths of growth and
change in an eff ort to match
forecasts to hospital building
plans. And to plan with a lon-
ger and yet even more precise
perspective, healthcare lead-
ers, using clinical engineering
principles, need to evaluate
metrics and appropriate ana-
lytics to develop customized
fl exible solutions and decisive-
ly allocate resources.
Key considerations include
analysis + inquiry, fl exible
space + technology, resources +
benchmarking and savvy + pre-
cision. At the very core of these
considerations is integration
of all project stakeholders in
planning, as well as creating
fl exibility with spaces during
execution of the project.
Analysis + inquiry
Analysis starts by measuring
the population-based met-
rics and asking a clear ques-
tion: Does the hospital have a
positive delta in the past and
in forthcoming weeks, months
and years based on their cov-
ered lives modeling?
If the positive delta con-
tinues to grow, the healthcare
institution is operating on the
right trajectory. If the delta is
fl at or negative, it is a sign that
something must change and
further probing is needed.
SAVVY PLANNING
Navigating growth, change with
integrated planning and fl exible spaces
From Top: Master planning in context with industry trends requires creative
and fl exible designs that are adaptable to the constant changes in healthcare.
> Healthcare leaders seek larger private patient bedrooms for inboard
clinical functions, central patient functions and outboard family accommoda-
tions in new family, patient-centered care models.
BY THOMAS GUNN & PHIL L'ESPERANCE
INTEGRATED SPACES
ISSUE FOCUS