MCDM AG.COM | SEPTEMBER /OCTOBER 2015 | Medical Construction & Design
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The expansion of the
University of Maryland Medical
Center focuses on increasing
capacity for the R. Adams
Cowley Shock Trauma Center
and Emergency and Surgery
programs. This includes space
for clinical teaching and
research teams in order to
meet new and future demands.
B. Thomas Golisano was
instrumental in reshaping
the University of Rochester
Medical Center Golisano
Children's Hospital (opened
July 2015) from a mixed
pediatric-adult facility to a
dedicated pediatric hospital.
Golisano liked the proposed
Lean, consolidated design
of the new building, and
encouraged URMC's leaders
and the architectural team to
focus on pediatric care. URMC
thanked Golisano not only for
his $20-million gift, but as a
catalyst for a better solution.
A large single donor gift
can be transformative for a
project, but the competition
is steep for donor support
at all levels. A compelling
statement of the medical
center's vision, goals and
strategy around patient care,
and a solid business plan to
support it, can encourage
donor participation. An
architectural firm can support
the institution's vision
statement with program
integrity, innovative solutions
and translation of the project
mission into a built reality, in
addition to renderings and
other images that help show
donors what the hospital of
the future will look like.
Managing change:
The future is
always imminent
Certainly, the triple aim — cost,
quality and patient satisfac-
tion — is very much a part of
the healthcare landscape, but
further change is imminent.
There is increased focus on
developing an ef ective strategy
to meet the newly evolving
quadruple aim — for deliver-
ing the right cost, for the right
care, at the right time… in the
right place. According to the
Health Care Advisory Board,
the healthcare law has reduced
costs by $14 billion, but hos-
pitals have seen a $5.7-billion
reduction in uncompensated
care, leaving the equation
between these two variables
unbalanced. Incremental
change is not enough to cover
$8.3 billion already missing
from the revenue stream; suc-
cessful organizations must be
willing to deliver comprehen-
sive change.
The big question is how
each health system will
succeed and adjust to this
changing landscape. In the
On how the ACA has affected
the uninsured rate:
gallup.com/poll/178100/
uninsured-rate-holds.aspx
On the Hill-Burton Act:
hrsa.gov/gethealthcare/
affordable/hillburton/