Medical Construction & Design

NOV-DEC 2017

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 | NOV EMBER / DECEMBER 2017 | Medical Construction & Design 45 the patient will travel. This virtual walk-through helps the staff to see the building through the patient's eyes. Leading versus monitoring The transition planner must lead and not simply monitor the facility activation process. To be proactive, planners must ask the tough questions to identify the risks that the organization needs to be aware of. Think of the planner as a dedicated resource paying attention to all the details that may be overlooked by hos- pital staff who already have full-time jobs managing the hospital or providing patient care. New facilities are de- signed to be more effi cient, and this may entail reassignment of staff or even staff reduction. A transition planner can help navigate this stressful adjust- ment. Stakeholder participation Involve stakeholders from all departments early in the tran- sition process. It is a fi nancial fact of life that health systems need to accomplish more with the same or with even lower reimbursement amounts. To help stakeholders feel invested in the project, show them how the new facility aligns with their strategic, fi nancial and operational goals. Messaging + continuity Profi table healthcare systems communicate what a new building or renovated facility will mean to their organiza- tion. A facility activation plan identifi es the steps required to translate an organization's stra- tegic goals to a larger and more diverse group of stakeholders. Transition planning teams am- plify that message, not only to the people who will be working in the new facility but also to potential patients. The plan provides the framework to involve key stakeholders and constituents and targets key milestone events to celebrate throughout the design and construction process. Community events, tours for staff and a "doctors' only night" are a few ways to make sure everyone has the op- portunity to see the new facil- ity before it opens. A transition planner should work with administration, physical plant, security and marketing person- nel to send out information to patients, families and the greater community, explaining how to approach the new facil- ity, where to park and where to enter. Training A planner develops mock scenarios to allow staff to understand how to work in the new environment. Build The Robert Brigham Healthplex expansion consolidated campus-wide procedural and surgical services. The services are supported by an eight-room procedural suite and a surgical center with 24 operating rooms, including four hybrid rooms and two daVinci System robotic surgery rooms. > Left: Penn Medicine's University Center at Presbyterian Medical Center required a phased facility activation approach to accommodate the rolling construction schedule. Extensive transition planning was necessary to co-locate the surgery center, as well as other critical service lines. Photos: Halkin | Mason Photography

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