Medical Construction & Design

SEP-OCT 2015

Medical Construction & Design (MCD) is the industry's leading source for news and information and reaches all disciplines involved in the healthcare construction and design process.

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MCDM AG.COM | SEPTEMBER /OCTOBER 2015 | Medical Construction & Design 51 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/

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