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  Regional Summits
  Regional Events

  Healthcare Design Conference 2017
  Sponsored by HealthCare Institute, an IFMA Alliance Partner
  2017 Healthcare Design Conference Takeaways
Attendees of the Healthcare Design Expo & Conference in November walked away with insight on how to apply the latest technology and strategies in use today to improve their next renovation or construction project. From Lean strategies to collaborative practice sessions to virtual reality technology, the speakers who presented as part of the Health Care Institute’s Facility Management track offered concrete tips that attendees could immediately put to use. Below is HCI’s recap of just some of those key takeaways.

Listening to the Customer: Where’s the Coffee?

Greg Heiser (top), Principal, Cannon Design

Nick Loughrin (middle), Process & Performance Development, The Boldt Company
Bernie VanCourt (bottom), Chief Operating Officer, Bay Area Medical Center

  • Value design is a Lean process that maximizes value and minimizes waste. To achieve this, decisions need to be based on improving owner value. Solutions include look for opportunities for prefabrication early, to boost productivity and achieve more transparent budgeting.

  • To improve owner value on projects, look at long-term building performance. One way to improve performance is with a ½ day visioning session that includes administration/management and the construction team. Operational goals must be developed before design planning.

  • To move key performance indicators from concepts to reality: clarify expectations; translate expectations into design; set defined measures of success. Keep your KPIs visible during all phases of planning so you don’t lose sight of what’s most important.

  • Patient input is critical, but it’s important to drill down any existing surveys to get targeted information on the environment. This team’s survey to patients asked for specific insight on creating a destination of choice. Temperature control was the number one want expressed by patients. Easy to find coffee was the third most popular request on the survey.

  • Balancing patient and staff needs requires some give and take, and input from all parties. In this instance, nurses wanted a centralized gathering spot, but patient feedback pushed the design to long desk banks that allowed patients greater nurse visibility.

  • Mock-ups are important, when used correctly. If you just put up cardboard walls and medical equipment, you won’t get the value out of your mock-ups. Through role playing, this team found that simple adjustments to the orientation of the bed made the walk to the bathroom shorter, and revealed in one preferred design the closet blocked the TV.

  • Make sure all teams are multidisciplinary, and that design updates are posted in all departments to get staff feedback. Announce meetings six months out to ensure staff input. In this case, for instance, both infection preventionists and EVS staff were in the room during finishing selection. “They had a lot of input and changed our mind in several instances,” VanCourt said.

The Bold and Beautiful: Houston Methodist Hospital Replacement

Jim Hicks (left), VP, Capital Planning, Houston Methodist
Maggie Duplantis (center), Director, Clinical Planning and Design, Houston Methodist

Sid Sanders (right), SVP, Facilities & Construction, Real Estate, Houston Methodist

“Even with the latest virtual reality—and we had lots of that available—people don’t really get it until they walk through and touch it,” Sanders said. “I can’t stress enough the value of mockups.” - Sid Sanders

  • This is one of the largest medical centers in the world, replacing an approximately 60-year-old building. The biggest driver to build was the launch by two competitors of new bed towers.

  • High-rise hospitals face certain unique challenges. For example, vertical stacking was critical, especially when connecting as much as possible to existing three buildings and parking to maximize patient safety (via strategic elevator location and speed). Stacking was broken by the designers into three sections to help organization. Other design challenges include wind and hurricane loads’ impact on curtainwall design.

  • Getting a staff used to a horizontal layout to switch to a vertical layout can be a challenge—mock-ups can help. For example, Houston Methodist built full-size mockups of the trauma elevator and had staff role play to create an effective layout. In addition, design shifts from headwall to boom in the ICU and the use of nurse servers—efficient medication pass-throughs—led to shifts in staff processes, making it critical to mock up each design. End-users, executive leadership, infection control, EVS, and other staff all visited finished mockups to offer input.

  • “Even with the latest virtual reality—and we had lots of that available—people don’t really get it until they walk through and touch it,” Sanders said. “I can’t stress enough the value of mockups.”

  • This project relied on BIM and prefabrication to boost productivity. Through BIM, the team worked at the detail level throughout design and construction. The team found the first step to effective prefabrication is to build the right design team early, and to remember that price is reflective of the collaborative players’ capabilities.

  • “Contracts are not what drives integration. How you select teams and the power you give them drives integration,” Sanders said.

  • Prefabrication meant that the project team could assemble restroom pods while framing still went up. But while the project team was familiar with prefabrication methods, the city was not. The team had to coordinate permitting with the city well in advance, as oversight of multiple trades and offsite work was new for the city.

  • “The mantra is ‘assemble onsite, fabricate offsite.’ That’s the guiding principle,” Sanders said.

  • The 47-month project was delayed only by 30 days due to Hurricane Harvey—epic timing on a high-rise building.

  • “We did not close one of our facilities during Harvey,” Sanders said, calling it a testament to the facility designers and flood doors. “But for these flood doors we would have filled up our B1 level.”

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Engagement Injection: Collaboration that Ensures Great Patient Outcomes

"Our brains prefer storytelling over data alone." -Cathy Dolan-Schweitzer

  • When everyone is told they’re the smartest person in the room—or most important trade in a certain step of the process—it creates a competitive culture. A collaborative culture encourages listening and discussions to create a solution that best benefits the end-user.

  • Today’s healthcare industry drivers include: the Affordable Care Act, a push toward greater transparency (sharing/reviews), and the mandate to do no harm. Shifts in how this last item is achieved are reasons to encourage a collaborative approach to design. “As healthcare, evolves we’re going to need more and different people on our [design] teams.”

  • “We want to have the attitude that we’re going to teach, listen and absorb ideas.” When you first start the conversation with collaboration partners, find some common ground. Collaboration depends on a common language; it helps to look at simple goals.

  • It’s important to set a code of conduct for meetings early on. For example, how will you mediate discussions?

  • Ensure everyone introduces themselves at meetings, and explains what decisions they’ll make on the project. This empowers everyone to speak up, which is essential to effective collaboration.

  • Our brains prefer storytelling over data alone. “Storytelling is a very important technique I think we should use more often in our project meetings to create solutions.” For example, when one facility decided to use funding for renovation to change the aesthetics of their cancer center, Dolan-Schweitzer—a former patient there—was able to share her story as a way to help the facilities team walk in the patient’s shoes, and recognize specific building shortcomings that needed real improvement.

Cathy Dolan-Schweitzer, President, Health Well Done

Akron Children’s Hospital’s Blueprint to Exceed Patient & Staff Expectations


William Lichtig (left), Executive Vice President, The Boldt Company
Bernita Beikmann (center), Principal and Senior Vice President, Director of Lean Strategy, HKS Architects

Sheryl Valentine (right), Lean Six Sigma Deployment Leader, Akron Children’s Hospital


  • Everyone involved in the project—from nursing leads to plumbing leads—was sent to Lean boot camp once they came onboard. “We wanted them to understand our processes and language, and build teams,” Valentine said. People came onboard wondering why they were playing with Mr. Potato Head, and left the project with plans to change the way they did business going forward.

  • Watching flow as it worked before the redesign helped identify building issues versus staff issues.

  • The team used target value management to infuse innovation and ultimately cut costs by more than 20%.

  • The team built cardboard mock-ups complete with medical equipment to drive detail design decisions. Building out mock-ups allowed families and staff test designs and explain what worked or didn’t work. This process allowed the designers to better identify operational redundancies and, ultimately, gain more rooms in the final layout. The mock-ups also featured price tags on finishes and equipment to help drive intelligent decision-making.

  • “Having the right people together can help you look at the big picture and address concerns with more effective solutions,” Lichtig said. Moreover, when the staff gives feedback, they take ownership of the design and convey to colleagues the reasoning behind each building decision.

The Swedish Issaquah Campus: Five Years Later

Lori Epler Hout (top), Healthcare Market Leader, CollinsWoerman
Beata Canby (center), Senior Project Manager, Stewardship and Strategic Development, Swedish Medical Center
Jeremy McClanathan (bottom), mechanical engineer with Mazetti+GBA

  • Sustainability was a key focus in the design of this new hospital, as measured by the energy use intensity (EUI). The goal was to reach 150 but through ongoing operational adjustments the building has reached an EUI of 104. Two parameters helped achieve the majority of the energy savings: variable ventilation and the building heat recovery system.

  • Building operator feedback was on the challenge of learning how to treat mechanical not as systems but as a whole. For example: on a few occasions all ORs would go into high humidity alarms. Ultimately the facilities department found the system needed more heat than was available, and this set of a chain reaction that led to too much humidity in certain areas.

  • Mastering this learning curve can be helped by the following: evaluating the building through all seasons to understand the full impact; allowing time to educate and communicate to maintenance technicians; hiring a few staff experts with controls backgrounds to retain knowledge beyond the design phase; allowing extra time when working with future constraints to account for system complexity.

  • The hospital campus includes a MOB and a hospital core that are connected by a Commons that has a mall-like feel. The goal was to support community engagement. “It’s a hospital that’s not supposed to look like a hospital and over the years we’ve been able to maintain that,” Canby said. “The busier it gets, the better it feels.”

  • The shared waiting rooms between the hospital and MOB, actually reduces stress levels of people waiting to see family members. “It makes it all feel less scary,” Canby said.

  • A key element for flexibility in the new building is the universal patient room. All rooms, except in Labor and Delivery, are the same. This has been a huge benefit for float pool members and new staff, as a massive training time-saver. In addition, it allows the campus to easily move entire wings during renovations so that patients aren’t bothered by construction noise.

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A Proactive Approach to Planning, Prioritizing, and Establishing Funding Needs and Budget Requests

Richard Young (left), Executive Associate, Commissioning Operations Manager, Heery

Chris Dugas (center), Executive Vice President, Porter LLC
Dena Cook (right), Project Manager for Facility Assessments, Heery

  • A quick poll of the audience found most had campus master plans, and performed facility condition assessments (FCA), but few were using those assessments to create fully funded improvements. The typical (not the best) assessment states, “This item is at the end of its useful life and needs to be replaced,” Dugas said.

  • The best time to do a FCA is just before a master plan, as this helps you assess what you need to incorporate in future projects.

  • On the project this team discussed, the target wasn’t a static report, but live, real-time data that provided a launch pad for action.

  • This type of FCA has to be a top-down initiative because there’s a lot of burden on the local facilities director to gather data. They need to see the value to them to participate in these assessments. “You have to craft the FCA in such a way that the FM becomes your partner in this project,” Dugas said.

  • “Our goal with this system is to change the way capital funding is allocated,” Dugas explained. A live data-based FAA helps carve out annual capital budget to dedicate to facilities.

  • This FCA covered 22 facilities, each of which had very little data already available. The baseline was set by ASTM E2018-15, Standard Guide for Property Condition Assessments: Baseline Property Condition Assessment Process. Facilities were measured by a facility condition index = the cost of remediation deficiencies divided by the cost to replace (typically insurance value). Priorities wound up being time-based, i.e. critical deficiencies have eminent risk of failure, while serve critical areas need a solution within the year.

  • A lot of the deficiencies discovered were related to a lack of specific in-house expertise (i.e. ongoing plumbing issues were due to a lack of solution knowhow). These were tagged as maintenance skill issues, and provided a reason to train/hire. “We wanted to show the board how many maintain items they had and say ‘you could take care a lot of these issues with the right staff in place,’” Cook said.

  • Nomenclature matters in reporting. Not every facility calls things the same, making it challenging to make system comparisons.

  • It’s important to watch data trends to follow budget trends and determine whether actions are band-aids or actual improvements.

How Reimbursements, Consolidation, and New Care Delivery Models Are Shaping Ambulatory Medicine

Michael Noto (seated, left), Senior Vice President, Real Estate Services, Welltower Inc.

Kimberly McHugh (seated, center), Vice President, Projects & Director of Project Operations, Adventist Health, JLL

Kurt Neubek (seated, right), Principal, Page

Alan Whitson (standing, right), President, Corporate Realty, Design & Management Institute

“Anyone who can veto should be there in the discussion." -Kurt Neubek

  • “It’s an outpatient world,” Whitson said. Outpatient visits are up by 80%.

  • “Microhospitals are the future,” Noto said. Bed utilization has halved, he’s found

  • Flexibility is the biggest driver in new facility design.

  • Page is seeing more doctors demand collaborative workspaces in the center of clinics, vs. offices in the back. It’s easy to meet these (and future) trends with clinics that are built for modularity and adaptability.

  • In the 1990s hospitals bought a lot of physician groups, and that lasted about five years. It’s happening again but it’s a different breed of doctor--more of these physicians want life-work balance, they don’t want to deal with administration. Noto predicts we’ll see continued hospital acquisition of physician groups.

  • The planning phase before a build averages three years. This means that by the time the building is complete, the system may not have the same service line. “Building variability is crucial to maximize our dollars,” McHugh said.

  • Neubek added that Page does see clients cancel projects or close their doors, so it’s important to be nimble. “We have to know how to add more flexibility than they think to ask for,” he said.

  • This team encourages healthcare systems to include all members of design and construction in discussions with clinicians and staff. “Should the construction manager be part of the discussion with clinicians? My answer would be absolutely yes,” McHugh said, adding that this is rare. “Anyone who can veto should be there in the discussion,” Neubek added. Too often details get vetoed out by people who didn’t hear the value.”

  • “Some people think not spending money is the same as saving money, but this ignores lifecycle costs,” Whitson said.

  • “Every new idea has got to be based in ‘this is going to save you money,’” Noto said. “I think technology in the form of virtual medicine is going to render a lot of what we do obsolete.”

  What’s Next in Healthcare Real Estate

Mike Wood (left), President, Health Care Institute of IFMA

Mark Johnson (center), President, HCI Chicago and Executive VP/Healthcare Services at Avison Young
Michael Noto  (right), Senior VP/Real Estate Services, Welltower

  • Within 8 years there will be 50% fewer hospitals than there are today. Healthcare is going where the banking industry has already gone. Today, 80% of banking assets are owned by 10% of financial institutions.

  • In the past, MOBs were built to the convenience of doctors. Consumers are the driver today. They are demanding convenience, and starting to get it as MOBs are now being built for the convenience of the consumer.

  • Micro hospitals (10-16 beds) are a good concept today.

  • Two strategies seem to work: Go small but be visible. Or, go big (over 200,000 sq. ft.) without beds. In the Chicago area, the 30,000 to 60,000 sq. ft. range is working.

  • The future of healthcare development is off campus.

  Making a Virtual Statement
  Vance Moore, President - Business Integration, Mercy Health   David Hirschbuehler, Associate principal, Forum Studio          
  A discussion on how the Mercy Virtual Care Center is providing solutions.
  • Success means serving many masters: Payment system reforms (Accountable Care Organizations, Bundled Payments, etc.) are requiring providers to bear greater population-based financial risk.
  • When it comes to health attribution, what can we really control? Only 20% of a person’s health can be attributed to the clinical healthcare they receive—which means we have to connect with the other 80% of influencers (health behavior, social and economic factors, physical environment, etc.).
  • Key findings from Intel study indicate:
    • Traditional hospitals, according to 57% of survey respondents, will be obsolete in the future.
    • 72% of those surveyed would be willing to see a doctor via video conference for non-urgent appointments.
  • Waste as a target should cover:
    • Unnecessary care
    • Inefficiency
    • Provider error
    • Lack of care coordination
    • Avoidable conditions
  • What we learned from the design of the Mercy Virtual Care Center:
    • Meeting space matters. The building has become the number one meeting site at Mercy. The design of flexible and abundant meeting space has paid large dividends.
    • Build to accommodate. Collins’ anticipates that the lines of physical and virtual care will continue to blur in the future. As such, designs will need to incorporate hybrid solutions that will include both physical and virtual capabilities.

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Facilities Management Track Quick Reference Guide


--Download a Printable Reference Guide--


Saturday, November 11

3:15 pm - 5:15 pm

Session W05 - Applying BIM to FM is Simpler than You Think: The Right Questions and Simple Data Sets to Get You Started

If you’ve looked into using BIM for healthcare operations, you’ve already found that there is no roadmap for implementation. Don’t let this deter you from investing in the technology, processes and training needed to start reaping the benefits of BIM in operations. Through this intensive workshop, you’ll hear from early adopters of BIM for operations and maintenance that with advanced planning, facility managers are able to easily apply BIM data on Day One of operations and reap benefits that include significant cost and time savings; improved space management; improved asset management; the ability to exploit warranty information; greater ease in meeting standards; and more.

  Meghan Ruffo, BIM Manager, Carolinas HealthCare System   Allen Angle, VDC-FM Integration Manager, JLL, Technology Solutions   Peter Constanzo, Director, Facilities Management, IMAGINiT Technologies      

Sunday, November 12

9:30-10:30 am
Session E10 - Listening to the Customer: Where’s the Coffee?

If patient-centered care is truly your focus, the design process should begin with input from patients. This was the approach Bay Area Medical Center leadership took. Medical staff leadership, board members, and planning consultants from Boldt Construction, Cannon Design, Wold, and Affiliated Engineers Inc. worked together to define a vision, then performed a community survey that identified elements that were most important to patients and their families. The end result was a facility that encompassed community needs and improved the patient and family experience—in addition to the critical goals of reducing hospital acquired infections and decreasing staff and provider workload through efficient workflow. During this presentation, the speakers will share their journey, and why knowing where the coffee is located is so important.

  Nick Loughrin, Process & Performance Development, The Boldt Company   Bernie VanCourt, Chief Operating Officer, Bay Area Medical Center   Greg Heiser, Principal, Cannon Design      

Sunday, November 12

10:45-11:45 am
Session E20 - The Bold and Beautiful: Houston Methodist Hospital Replacement

This is the story of building a very large high-rise hospital in a congested urban site designed to house two of the most demanding clinical programs within a dazzling work of architecture. In 2014 Houston Methodist committed to replacing its original 1950s hospital. The project would expand bed and procedural capacity at the flagship campus within a project scope entailing 925,000 square feet. Because this would be the flagship building on the main academic/research campus, it was important that the building be architecturally striking. Because the building would primarily house the service of Cardiology and Neurology, it had to be clinically state-of-the-art. Because Houston Methodist’s two largest rivals also announced similar replacement towers, it had to be completed in record time. Learn how the project team achieved success—and, as an added challenge, relocated a 16 by 95 foot 1963 Italian mosaic on the outside of the main hospital into the new atrium.

  Sid Sanders, SVP, Facilities & Construction, Real Estate, Houston Methodist   Maggie Duplantis, Director, Clinical Planning and Design, Houston Methodist   Jim Hicks, VP, Capital Planning, Houston Methodist      

Sunday, November 12

1:45-2:45 pm
Session E30 - Engagement Injection: Collaboration that Ensures Great Patient Outcomes

The 2016 Dodge Data & Analytics Smart Market Brief: Optimizing the Owner Organization concluded that the biggest differences between top-performers and lowest performing organization were related to stakeholder engagement. Of the top performers, only 50 percent said they were effective at stakeholder engagement. In the lowest-performing organizations 29 percent were effective. Clearly there is work to be done in this area. This interactive presentation is geared toward helping healthcare real estate, construction and facilities professionals with complex problem-solving through collaboration. You’ll explore solutions for engagement, collaboration and communication using a simple process and storytelling. Gain skills to inspire, motivate and drive action.

  Cathy Dolan-Schweitzer, President, Health Well Done              

Sunday, November 12

3:00-4:00 pm
Session E40 - Akron Children’s Hospital’s Blueprint to Exceed Patient & Staff Expectations
One of the core concepts of Lean thinking is running small experiments to learn your way towards perfection. How can you apply this concept to designing operations and the physical space that will house them? Learn how Akron Children’s Kay Jewelers Pavilion was planned, designed and constructed using lean design and construction principles. The project’s design and construction partners developed a Blueprint for Healthcare Design, complete with integrated “mock-ups” from early concept through field construction to ensure that expectations were understood and met. Whether you are renovating existing space or designing a new building, these concepts will keep the voice of the customer central and give you confidence that those expectations will be met.

  William Lichtig, Executive Vice President, The Boldt Company   Sheryl Valentine, Lean Six Sigma Deployment Leader, Akron Children’s Hospital   Bernita Beikmann, Principal and Senior Vice President, Director of Lean Strategy, HKS Architects      
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Monday, November 13
9:45-10:45 am

Session E50 - The Swedish Issaquah Campus: Five Years Later

Patient and staff satisfaction scores were high soon after the opening of Swedish Issaquah Campus, a greenfield hospital located in the rapidly-growing Seattle suburb of Issaquah. Shops and restaurants located in the hospital’s common spaces were a strong draw from the surrounding community, even for those without a medical reason to visit the campus. In 2013, Robin Guenther recognized the hospital as the “most energy-efficient hospital in the United States.” Now, five years after the hospital’s opening, a post-occupancy evaluation has revealed how well the campus achieved its initial design goals related to patient experience and wayfinding, integration into the surrounding community, materials selection and durability, and building systems performance. During this session, representatives from the design team and the owner will discuss successes and lessons learned from the hospital’s first five years.

  Lori Epler Hout, Healthcare Market Leader, CollinsWoerman   Beata Canby, Senior Project Manager, Stewardship and Strategic Development, Swedish Medical Center          

Monday, November 13

2:00-3:00 pm
Session E60 - A Proactive Approach to Planning, Prioritizing, and Establishing Funding Needs and Budget Requests

Aging facilities are inundating healthcare leaders with growing maintenance costs, higher volume of breakdowns, increasing risk of catastrophic failure, frequently compromised infection control systems and lower patient satisfaction scores. Could better data be the key for wide-scale improvement? Learn how Health Systems have translated facility assessment data into an interactive dashboard, providing a tactical guide for strategic asset management decisions and maintenance backlog priorities, minimizing health/safety issues, improving patient satisfaction scores, and mitigating the unplanned costs of emergency plant failures.

  Chris Dugas, Executive Vice President, Porter LLC   Dena Cook, Project Manager for Facility Assessments, Heery   Richard Young, Executive Associate, Commissioning Operations Manager, Heery      

Monday, November 13

3:15-4:15 pm
Session E70 - How Reimbursements, Consolidation, and New Care Delivery Models Are Shaping Ambulatory Medicine

The downstream effect of lower reimbursements and mergers and acquisitions is forcing a major rethink of the metrics for how ambulatory care facilities are designed, operated and financed. This session will address the long-term drivers that are shaping healthcare facilities irrespective of the politics and how to prepare for the future.

  Alan Whitson, President, Corporate Realty, Design & Management Institute   Kimberly McHugh, Vice President, Projects and Director of Project Operations for Adventist Health, JLL   Michael Noto, Senior Vice President, Real Estate Services, Welltower Inc.   Kurt Neubek, Principal, Page  

Monday, November 13

4:30-5:30 pm
Session E80 - Specifying Doors for Compliance, Aesthetics, Durability & Security in Age of Complicated Digital Controls

Increasingly complex egress systems have become a problem point for many healthcare facilities departments. This session will illustrate the interdependence of doors, frames, electromechanical hardware, access control and automatic operators relative to code compliance and the overall product life cycle cost. Get a crash course on the required functions of today’s total opening, how to specify and design performance and value into the total opening—and how to avoid costly change orders and product incompatibility.

  Steve Jones, President, H. Stephen Jones and Associates   Jeffrey S. Kent, Managing Director Facilities, Nemours Foundation          
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Tuesday, November 14
8:00-9:00 am

Session E90 - The Art and Facility Management Science of Improving Patient Care

The University of New Mexico Cancer Center’s new clinic demonstrates that the dedication of a Facility Management team that understands they are an integral part of patient care is crucial to project success. The center moved into a new five story 206,000-square-foot clinic in 2009 in anticipation of expanding services to an increasing cancer patient treatment group. A 2015 TI project provided the design and buildout of a clinic floor dedicated to women’s services and a multidisciplinary clinic, doubling the infusion chair capacity, and the addition of a stem cell unit that integrates cutting edge research into the clinical model. Lessons from the previous design guided the new layout, which provides a flexible clinical model, allowing for expansion and contraction of as-yet unidentified clinics and treatment delivery methods, while improving on infection control, patient safety and comfort, staff response time, and the overall aesthetics for an expansion of an already award winning clinic. Post occupancy evaluations support the stunning visual improvements to the clinic spaces and the opportunity to continue to serve a fragile but strong patient population.

  Stewart Livsie, Manager, Maintenance & Construction, UNM Comprehensive Cancer Center   Mary Gauer, Principal, MDG Consulting          

Tuesday, November 14

9:15-10:15 am
Session E100 - Making a Virtual Statement
This is Mercy Health’s story of its innovative solution for reaching remote patients and clinics. The Mercy Virtual Care Center is pioneering an inventive model of care through the latest telemedicine technologies, electronic health records and a purposeful and integrated team approach to improve healthcare delivery. Mercy is also revolutionizing health care in rural America by connecting patients with real-time access to top medical specialist, providing ongoing monitored care and enabling people to continue to heal at home. This is the first ever virtual technology and innovation center and together we will look at where the Mercy VCC will take us next.

  Vance Moore, President - Business Integration, Mercy Health   David Hirschbuehler, Associate principal, Forum Studio          

Tuesday, November 14

1:15-2:15 pm
FM Perspectives from Around the World

Too often healthcare systems seek to solve problems within their own siloes rather than reaching out to peers struggling with the same issues. The same often happens on the global scale; U.S. healthcare engineers remain in the dark on the work being undertaken around the world to solve facility performance challenges. This session presents a unique opportunity to learn about the significant efforts being undertaken around the world to address challenges in improving healthcare facilities’ energy efficiency, technology integration and more—as well as opportunities to better collaborate with your cutting-edge peers from around the world. Bring your questions, and your suggestions for improving global cooperation, for this panel of international experts.

  Walt Vernon, Principal and CEO, MAZZETTI + GBA, board member for the Health Care Institute and member of the executive council of the International Federation of Healthcare Engineers   Douwe Kiestra, President of International Federation of Hospital Engineering (IFHE), and Vice President of The Dutch Association for Technology in Healthcare (NVTG)   Darryl Pitcher, CEO, Bethsalem Care in Australia and Vice President, International Federation of Hospital Engineering   Briseyda Resendiz Márquez, Executive Vice President, Mexican Society of Architects Specialized in Health A.C., President, Mexican Hospital Engineering, and Council member, International Federation of Hospital Engineering
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Each Session Moderated by Mike Wood, HCI President

Sunday, Nov. 12, 4:30 pm
Perspectives from Hospital Construction & Facilities Planner’s Seat
  • Bill Howden, Manager/Facilities & Construction, Region’s Hospital
  • Jill Pearsall, Asst VP of Facilities Planning & Development, Texas Children’s Hospital

Sunday, Nov. 12, 6:00 pm
Trends to Watch for in 4 Key U.S. Regions

  • Midwest: Larry Arndt, Construction Executive, Mortenson Construction
  • Upper Midwest: Nicole Erickson, Walker USA
  • Central & SW Florida: Jeff Kent, Nemours
  • Texas: Dan Killebrew, Associate Principal, Page

Monday, Nov. 13, 12:30 pm
What’s Next in Healthcare Real Estate

  • Mark Johnson, President, IFMA HealthCare Institute-Chicago and Executive VP/Healthcare Services at Avison Young
  • Michael Noto, Senior VP/Real Estate Services, Welltower (Also speaking in session E70)

Tuesday, Nov. 14, 10:30 am
Interior Design Trends to Watch For

  • Jim Venker, Senior Director, Premier Healthcare Alliance
  • Andrea Hyde, Director/Design & Architecture, LifeBridge Health (also speaking session I07)
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