2012 Educ a t i ona l I ns i g ht s
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2012 KLMK
2012 Educational Insights Index Master Planning in the Healthcare Reform Era
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The Power of Integrated Process Planning
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Launching a Healthcare Capital Project
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All Theory Aside – What is an IPD Project Really Like?
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Launching an IPD Project
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Are You Ready to Move?
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Options for Managing FFET on a Project
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Leveraging In-House Talent on a Facility Project
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Project Delivery Methodologies
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The Power of Pull Scheduling & Planning
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Alternate Financing
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Master Planning in the Healthcare Reform Era Presenter: Curtis Skolnick 45 Minute Session Healthcare and payor reform have altered the landscape of healthcare delivery across the nation. Improving the country's system of care via "Triple Aim" goals has been widely supported. “Triple Aim,” as defined by the Institute for Healthcare Improvement (IHI), is "The simultaneous pursuit of three aims: improving the experience of care, improving the health of populations, and reducing the per capita costs of healthcare". What this means is better care for cohort populations at a cheaper cost. With the goals of payor reform, system consolidation and the continued aging and degradation of our healthcare facilities in mind, master planning is a hot topic in hospital board rooms. But, the process itself is changing. Developing a realistic and implementable strategic master facilities plan requires a rigorous approach that addresses an organization's strategies, delivery models, physical requirements and fiscal concerns all in the context of change. However, prior to taking a deep dive into master planning, many organizations are engaging in high-level, yet informed, scenario planning. These sessions provide better understanding of the potential facility and capital responses based on a set of institutional goals and needs. In this session, we will discuss the importance of master planning, how to conduct a master plan, and how the evolving healthcare landscape is demanding changes to the approach.
The Power of Integrated Process Planning (IPP) Presenters: Curtis Skolnick 60 Minute Session Form follows function. It rolls easily off the tongues of healthcare planners and architects. So why is it so hard to apply? Traditionally, siloed user groups determine the space needs for a facility. This segregated decision making can lead to “form follows familiarity” instead of “form follows function.” User groups meet regularly to discuss operations and room specifications for their departments. While it ensures user input and ultimately yields a room-byroom space listing, the isolated nature of this approach does not typically stimulate multidisciplinary process improvement discussions. Individual groups tend to design space around current departmental processes rather than at a more appropriate cross-functional level. The traditional, siloed model is changing. IPP is a new paradigm in which a highly collaborative team is developed to tackle process flow, space programming, schematic design, and cost estimating at the same time. These processes are inextricably linked and a team approach ensures that all parties are working toward a common goal. To begin planning for a capital project, this session will help answer the following questions: What is the IPP methodology and why is it important to inform design to manage scope and budget? How is IPP process applied to a project? How is the team organized to focus on common goals?
Launching a Healthcare Capital Project Presenter: Patrick Duke 45 Minute Session Today's environment requires a thorough analysis of strategic rationale for any capital project given the dynamic market conditions. Policy changes and alterations in the competitive landscape are realities every healthcare system is dealing with as they look to move forward in service to their communities. As private physician groups become part of hospitals and hospitals become part of integrated systems, the criteria for highest and best use of capital changes. With the understanding of the current state in mind, the Launch phase of a project becomes even more critical to establishing alignment within the organization and ensuring success of the final plan. In this session, we will use the Launch Gap Analysis (LGA) process as a framework to review common challenges and best practices as you prepare to Launch your facility project.
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All Theory Aside – What is an IPD Project Really Like? Presenters: Steven Donnelly 45 Minute Session With the vision of providing an improved healing environment, hope always springs eternal at the beginning of any capital project. Traditional project delivery models have been used for decades with varying degrees of success. So, what is an Integrated Project Delivery (IPD) approach really like? As facilities age and technologies advance, healthcare systems are challenged to provide improved healing environments. IPD will only foster different results if one key component exists – TRUST. Inherently we have been taught as a society that we must earn trust, but with IPD trust must be established at the onset when the team is first organized. This session will explore the organization of an integrated team, review criteria necessary for project harmony and success, discuss tools and processes that can be incorporated to hold the team accountable and identify some of the pitfalls for teams to avoid.
Launching an IPD Project Presenters: Steve Higgs 60 Minute Session Hungry for new delivery options, more and more healthcare owners are choosing to implement an integrated approach for their capital facility projects. To ensure a successful outcome, it is critical to properly plan and prepare for this new delivery method. The way IPD is launched can have a significant impact on the ultimate project outcome. It is imperative to find team members that are willing to collaborate for the good of the project, share in risk and reward scenarios, and be prepared to put the project first. In this session we will review team selection methods, discuss the “Self Selection” process and identify the team’s priorities once selected.
Are You Ready to Move? Presenter: Rick Hood 45 Minute Session Activating a new medical facility can be a challenging process. Planning for patient move day will take well over a year and should address four broad categories: clinical and ancillary operations, facility readiness, FFE&T, and human resources. Without a thoughtful and thorough plan in place for each of these four components, patient move day and the days that follow may become problematic and unnecessarily put lives at risk. This session will review the organizational planning efforts to date and discuss the details of a Facility Activation Plan.
Options for Managing FFET on a Project Presenter: Rick Hood 45 Minute Session The options for managing the furniture, fixtures, equipment and technology (FFE&T) planning, procurement and installation process on a capital facility project are as numerous as there are health systems and hospitals. Developing a plan that utilizes the appropriate mixture of internal resources and external expertise will be one the most critical decisions ever made on any given project. Implemented correctly, the procurement and installation process can save millions of dollars. However, a flawed inefficient plan can be extremely costly and cause major delays to the overall schedule. In this session, we will review the criteria for a successful FFE&T strategy, identify the pitfalls to avoid and discuss the specific elements of a FFE&T Management Plan.
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Leveraging In–House Talent on a Facility Project Presenters: Steve Higgs 60 Minute Session Knowledge is power and this certainly holds true in Healthcare, particularly at the individual facility level. The talents and skills of in-house staff can only bring value to the hospital if they are properly leveraged by the system. If leveraged correctly, a healthcare system can take advantage of a cohesive team that is undergirded by solid systems and process. Managing these internal components to their maximum output will enable facility owners to achieve the greatest performance from their teams. In addition, by investing the time to value stream the existing system, waste will be reduced or eliminated and an efficiencies and effectiveness will be increase. In this session, we will discuss the value of conducting an Organizational Assessment and review the merits for a healthcare organization.
Project Delivery Methodologies Presenters: Steve Higgs 60 Minute Session Project delivery models vary from project to project and client to client. The selection of a project methodology is typically driven by the needs of the project and the healthcare organization as well as by the risk tolerance afforded the facility or institution. While there is certainly not a one size fits all model, projects that focus on equitable risk sharing, a common goal or vision and proper communication of scope, can all be successful. In this session, we will review the various project delivery methods, discuss pros and cons of each and detail the criteria for identifying which option is right for each type of project.
The Power of Pull Scheduling & Planning Presenters: Ray Walker 60 Minute Session Healthcare organizations currently find themselves under enormous pressure to improve efficiencies and eliminate redundancies. In planning for a capital facility project, developing a timeline, identifying the major milestones and adhering to project targets is critical to overall success. Managing both the knowns and unknowns of a project will be vital to ensure adherence to schedules and deadlines. So, how does an organization achieve success in a manner that is proactive, responsible and reduces the waste that often plagues the capital delivery process? By implementing the Toyota Production System manufacturing tool known as Pull Scheduling & Planning. This session will discuss the Pull Scheduling Process, describe how it has been converted to assist in healthcare capital facility projects, outline its value and benefits and identify key metrics for implementation.
Alternate Financing For Capital Projects Presenters: Patrick Duke 45 Minute Session With the tightening in the tax exempt debt market, hospitals are looking for creative ways to finance facility upgrades. Traditional and non-traditional partnerships are being developed to provide additional capital to fund replacement of aging infrastructure and expansion into new service areas. More than ever, the hospital C-Suite needs to understand all potential possibilities and evaluate those that may make the most sense in their given situation. In this discussion, we will review the pros and cons of various financing options for capital facility projects and describe some of the new models being successfully implemented outside the United States.
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