Langlade Hospital in Antigo, Wisconsin underwent a complete replacement and redesign to create a more efficient and patient-centered facility. An integrated planning process involving over 550 hospital staff identified over 90 innovations through experience-based design. The new hospital emphasizes flexibility, process efficiencies, and a spa-like patient experience. Unique design features include decentralized nursing stations, consolidated departments, and nature-inspired aesthetics. The project was completed ahead of schedule and under budget through continuous monitoring and real-time team communication. The replacement hospital is poised to meet the evolving healthcare needs of the community for years to come.
Dell Medical School at The University of Texas at Austin
began planning for the launch of its specialty clinics. The school’s Design Institute for Health was asked to design the service model & the physical layout of the clinic.
Quattro Design has over 17 years of experience designing healthcare facilities. They have expertise in areas like operating theatres, mental health facilities, diagnostic imaging, and community care. For operating theatres, they have successfully delivered advanced clinical spaces within tight schedules. Their psychiatric intensive care unit in Gloucester provides high quality, sustainable facilities. They also have experience designing diagnostic imaging centers, inpatient wards, clinical support spaces, and primary care practices.
This document provides an overview of MODE Design Corp, an architecture and design firm specializing in healthcare projects. It details MODE's extensive experience in designing over 100 healthcare facilities to meet clinical standards and guidelines. MODE focuses on collaborative design processes to create state-of-the-art, flexible facilities incorporating the latest technologies. The document lists many of MODE's healthcare clients and projects in Australia and internationally.
Healthcare Excellence AcceLerator (HEAL) is a collaboration hub, co-led by the QUT Design Lab and the Healthcare Improvement Unit at Clinical Excellence Queensland over 2020-2021. HEAL is designed to act as a bridge between the QUT design and innovation community and Queensland Health, accelerating healthcare improvement efforts across the state.
This summary report outlines some of the key projects over 2020-21, and the impact of designers, working in collaboration with consumers and clinicians to transform healthcare.
Suggested citation: QUT Design Lab (2021). Healthcare + Design = Innovation. QUT
This document provides an overview of ambulatory surgery centers (ASCs). It defines ASCs and discusses their growth and procedures performed. ASCs are less expensive alternatives to hospitals that specialize in outpatient surgeries. The document summarizes ASC ownership structures, regulatory environment, risk management, insurance, valuation methods, operations considerations, and financial objectives. ASCs aim to maximize the contribution margin per procedure through specialization, scale, and cost-efficiency.
James I. Merlino is acolorectal surgeon and thechief exper.docxvrickens
James I. Merlino is a
colorectal surgeon and the
chief experience officer at
the Cleveland Clinic.
Ananth Raman is the UPS
Foundation Professor of
Business Logistics at Harvard
Business School.
HEALTH CARE'S
SERVICE FANATICS
How the Cleveland Clinic leaped to
the top of patient-satisfaction surveys
by James I. Merlino and Ananth Raman
THE CLEVELAND CLINIC has long had a reputation for medical excel-
lence and for holding dov în costs. But in 2009 Delos "Toby" Cos-
grove, the CEO, examined its performance relative to that of other
hospitals and admitted to himself that inpatients did not think
much of their experience at its flagship medical center or its eight
community hospitals—and decided something had to be done.
Over the next three years the Clinic transformed itself. Its overall
ranking in the Centers for Medicare & Medicaid Services (CMS) sur-
vey of patient satisfaction jumped from about average to among the
top 8% of the roughly 4,600 hospitals included. Hospital executives
from all over the world now flock to Cleveland to study the Clinic's
practices and to leam how it changed.
The Clinic's journey also holds lessons for organizations outside
health care—ones that until now have not had to compete by cre-
ating a superior experience for customers. Such enterprises often
have workforces that were not hired with customer satisfaction in
mind. Can they improve the customer experience without jeopar-
dizing their traditional strengths? The Clinic's success suggests that
they can.
The Cleveland Clinic's transformation involved actions any
organization can take. Cosgrove made improving the patient ex-
perience a strategic priority, ultimately appointing James Merlino,
a prominent colorectal surgeon (and a coauthor of this piece), to
io8 Harvard Business Review May 2013
n
HEALTH CARE'S SERVICE FANATICS
lead the efiFort. By spelling out the problems in a sys-
tematic, sustained fashion. Merlino got everyone in
the enterprise—including physicians who thought
that only medical outcomes mattered—to recognize
that patient dissatisfaction was a significant issue
and that all employees, even administrators and
janitors, were "caregivers" who should play a role in
fixing it. By conducting surveys and studies and so-
liciting patients' input, the Clinic developed a deep
understanding of patients' needs. It gave MerUno a
dedicated staff and an ample budget with which to
change mind-sets, develop and implement processes,
create metrics, aind monitor performance so that the
organization could continually improve. And it com-
municated intensively with prospective patients to
set realistic expectations for what their time in the
hospital would be like.
These steps were not rocket science, but they
changed the organization very quickly. What's more,
fears expressed by some physicians that the initia-
tive might conflict with efforts to maintain high qual-
ity and safety standards and to further reduce costs
turned out to be unfounded. Du ...
Cannon Design has over 65 years of experience in healthcare facility design and is ranked among the top 10 healthcare design firms. It has 400 LEED accredited professionals on staff. The document discusses several of Cannon Design's healthcare projects, noting details about services provided, sizes, recognition received, and how the designs have improved performance."
Rishi Chhikara completed a summer internship from June 6th to July 20th 2016 at Jaypee Hospital's marketing department to enhance the hospital's brand image. As part of the internship, Rishi performed various marketing tasks including organizing health camps and talks, developing relationships with doctors and patients, handling patient issues, and providing feedback to improve services. Rishi gained experience in areas such as staff management, corporate marketing, interacting with medical professionals, coordinating CME events, and conducting market research. The internship report provides an overview of Jaypee Hospital and details Rishi's responsibilities, activities, challenges, and lessons learned during the summer program.
Dell Medical School at The University of Texas at Austin
began planning for the launch of its specialty clinics. The school’s Design Institute for Health was asked to design the service model & the physical layout of the clinic.
Quattro Design has over 17 years of experience designing healthcare facilities. They have expertise in areas like operating theatres, mental health facilities, diagnostic imaging, and community care. For operating theatres, they have successfully delivered advanced clinical spaces within tight schedules. Their psychiatric intensive care unit in Gloucester provides high quality, sustainable facilities. They also have experience designing diagnostic imaging centers, inpatient wards, clinical support spaces, and primary care practices.
This document provides an overview of MODE Design Corp, an architecture and design firm specializing in healthcare projects. It details MODE's extensive experience in designing over 100 healthcare facilities to meet clinical standards and guidelines. MODE focuses on collaborative design processes to create state-of-the-art, flexible facilities incorporating the latest technologies. The document lists many of MODE's healthcare clients and projects in Australia and internationally.
Healthcare Excellence AcceLerator (HEAL) is a collaboration hub, co-led by the QUT Design Lab and the Healthcare Improvement Unit at Clinical Excellence Queensland over 2020-2021. HEAL is designed to act as a bridge between the QUT design and innovation community and Queensland Health, accelerating healthcare improvement efforts across the state.
This summary report outlines some of the key projects over 2020-21, and the impact of designers, working in collaboration with consumers and clinicians to transform healthcare.
Suggested citation: QUT Design Lab (2021). Healthcare + Design = Innovation. QUT
This document provides an overview of ambulatory surgery centers (ASCs). It defines ASCs and discusses their growth and procedures performed. ASCs are less expensive alternatives to hospitals that specialize in outpatient surgeries. The document summarizes ASC ownership structures, regulatory environment, risk management, insurance, valuation methods, operations considerations, and financial objectives. ASCs aim to maximize the contribution margin per procedure through specialization, scale, and cost-efficiency.
James I. Merlino is acolorectal surgeon and thechief exper.docxvrickens
James I. Merlino is a
colorectal surgeon and the
chief experience officer at
the Cleveland Clinic.
Ananth Raman is the UPS
Foundation Professor of
Business Logistics at Harvard
Business School.
HEALTH CARE'S
SERVICE FANATICS
How the Cleveland Clinic leaped to
the top of patient-satisfaction surveys
by James I. Merlino and Ananth Raman
THE CLEVELAND CLINIC has long had a reputation for medical excel-
lence and for holding dov în costs. But in 2009 Delos "Toby" Cos-
grove, the CEO, examined its performance relative to that of other
hospitals and admitted to himself that inpatients did not think
much of their experience at its flagship medical center or its eight
community hospitals—and decided something had to be done.
Over the next three years the Clinic transformed itself. Its overall
ranking in the Centers for Medicare & Medicaid Services (CMS) sur-
vey of patient satisfaction jumped from about average to among the
top 8% of the roughly 4,600 hospitals included. Hospital executives
from all over the world now flock to Cleveland to study the Clinic's
practices and to leam how it changed.
The Clinic's journey also holds lessons for organizations outside
health care—ones that until now have not had to compete by cre-
ating a superior experience for customers. Such enterprises often
have workforces that were not hired with customer satisfaction in
mind. Can they improve the customer experience without jeopar-
dizing their traditional strengths? The Clinic's success suggests that
they can.
The Cleveland Clinic's transformation involved actions any
organization can take. Cosgrove made improving the patient ex-
perience a strategic priority, ultimately appointing James Merlino,
a prominent colorectal surgeon (and a coauthor of this piece), to
io8 Harvard Business Review May 2013
n
HEALTH CARE'S SERVICE FANATICS
lead the efiFort. By spelling out the problems in a sys-
tematic, sustained fashion. Merlino got everyone in
the enterprise—including physicians who thought
that only medical outcomes mattered—to recognize
that patient dissatisfaction was a significant issue
and that all employees, even administrators and
janitors, were "caregivers" who should play a role in
fixing it. By conducting surveys and studies and so-
liciting patients' input, the Clinic developed a deep
understanding of patients' needs. It gave MerUno a
dedicated staff and an ample budget with which to
change mind-sets, develop and implement processes,
create metrics, aind monitor performance so that the
organization could continually improve. And it com-
municated intensively with prospective patients to
set realistic expectations for what their time in the
hospital would be like.
These steps were not rocket science, but they
changed the organization very quickly. What's more,
fears expressed by some physicians that the initia-
tive might conflict with efforts to maintain high qual-
ity and safety standards and to further reduce costs
turned out to be unfounded. Du ...
Cannon Design has over 65 years of experience in healthcare facility design and is ranked among the top 10 healthcare design firms. It has 400 LEED accredited professionals on staff. The document discusses several of Cannon Design's healthcare projects, noting details about services provided, sizes, recognition received, and how the designs have improved performance."
Rishi Chhikara completed a summer internship from June 6th to July 20th 2016 at Jaypee Hospital's marketing department to enhance the hospital's brand image. As part of the internship, Rishi performed various marketing tasks including organizing health camps and talks, developing relationships with doctors and patients, handling patient issues, and providing feedback to improve services. Rishi gained experience in areas such as staff management, corporate marketing, interacting with medical professionals, coordinating CME events, and conducting market research. The internship report provides an overview of Jaypee Hospital and details Rishi's responsibilities, activities, challenges, and lessons learned during the summer program.
Nurse led chest drain clinic: a study of change from national health system i...Abdulsalam Taha
Abstract:
Background and Objective: There are many nurse-led clinics now in UK, like Chest-Pain, Endoscopy and Bronchiectasis Clinics. Herein, we present the project of Nurse-led Chest Drain Clinic in Guy’s and St Thomas, s Hospital/ London. The aim is to analyze this change project.
Methods: A project of change was designed to set an outpatient clinic run by specialist clinical nurses for patients discharged home with an ambulatory chest drain system in situ. The project is observed and analyzed via interviews with the responsible nurses.
Results: The clinic was established in 2005, run by two Nurse Case Managers, 60 patients were seen in 2007 and the clinic remained well attended. Patients were happy to spend less time in hospital as they could stay safely with their families.
Conclusions: A safe at home management of long-term chest drains was provided by this nurse-led clinic.
Key Words: chest, drainage, nurse-led clinic.
Publication Date: Dec 2013
Publication Name: Middle East Journal of Nursing
view on www.me-jn.com
The Good Apples Group EHRS ProjectSummaryYou are an employee.docxoreo10
The Good Apples Group EHRS Project
Summary
You are an employee of the Good Apples Group, a healthcare organization which runs MacIntosh Manor Hospital. The CEO of the hospital has made a priority for the hospital to enter the 21st century by converting its operations to an Electronic Health Records System. You have been assigned the role of project manager for this effort, and are therefore responsibility for ensuring that the needs of the hospital have been carefully assessed and that the planning process for bringing an EHRS online is effective.
The Organization
At first glance, MacIntosh Manor Hospital looks like any small town hospital, where the quality of care is certainly modern but the staff and patients still come to know each other and expect a down-to-earth pace. The Good Apples Group, a parent corporation maintaining several local clinics in addition to MacIntosh Manor, has worked hard over the years to maintain that balance of customer service and cutting edge patient care.
MacIntosh Manor Hospital is a 500-bed, critical access hospital in Shiminy, Pennsylvania. It is the largest hospital within 100 miles, and schedules between 22,000 to 26,000 visits a year. MMH provides surgical, medical and acute care, 24-hour emergency room services, outpatient services, health education, behavioral services, and home and hospice care to a primarily suburban region of about 124,000 residents. It employs 2200 people, including 275 physicians, and as a hospital is managed by its own CEO.
MMH’s mission is to provide for the residents of Shiminy high quality services that enhance the quality of life and promote healthy lifestyles for patients, clients, employees, organization and communities. In its community MMH seeks to lead by example through compassionate, caring and comprehensive health care services.
The direction of MacIntosh Manor’s strategic vision change greatly in 2010 when Dr. Phillip Kapp was named CEO of the Good Apples Group and made it clear that his own successes with implementing EHRS and related technologies in healthcare facilities in the Philadelphia area would be the kind of challenge he wished to take on again with MacIntosh Manor Hospital. Kapp formed a strategic planning committee to assess the use of technology and what MMH should implement, and to determine and monitor a migration path.
Around the same time that Dr. Kapp took charge of the Good Apples Group, a federal mandate was issued that hospitals nationwide need to be using electronic medical records by 2015, giving Kapp and the strategic planning committee even more incentive to act quickly. The committee recommended beginning the transition to EHRS immediately and implementing both financial and clinical solutions.
“Creating a ubiquitous and common platform for timely access to clinical information is crucial for patient care and patient safety. By giving physicians and nursing staff access to the information they need at the point ...
Jacobs provided engineering and design services for the $296 million redevelopment of Liverpool Hospital in Sydney, Australia. The redevelopment included a new medical ambulatory care centre, diagnostic and treatment centre, and six-story clinical services building. Jacobs' services included building services engineering, environmental sustainability consulting, and construction supervision for the staged project works. The redevelopment supports Liverpool Hospital's role in clinical care, teaching, and research in the southwest Sydney region.
This document provides an overview of open innovation and the Induct platform for enabling innovation communities. It introduces Induct and 1141 Group, discusses open innovation methodology and networks, and highlights innovation achievements and cost savings realized by healthcare clients through their use of the Induct platform. Case studies are presented on innovation initiatives in Norway, Sweden, England, and Denmark that have connected healthcare organizations and stakeholders in web-based innovation ecosystems using Induct.
This document discusses how Lean principles from manufacturing, originally developed by Toyota, can be applied to healthcare settings to improve quality, efficiency and staff satisfaction. It provides examples from pathology and day surgery departments in the UK where mapping processes identified unnecessary steps and waste. Relocating equipment and redesigning workflows reduced sample processing times from 24-30 hours to 2-3 hours in pathology. Lean implementation typically provides improved safety, timeliness of care, throughput and staff morale by engaging frontline staff. The benefits come in waves as principles become embedded in the organization's culture and ways of working.
Sini organiations study at lourdes hospitalLibu Thomas
Lourdes Hospital is a 650-bed multispecialty hospital in Ernakulam that was founded in 1965. It has many clinical and non-clinical departments and is accredited by NABH. A SWOT analysis found strengths like experienced staff and equipment, but also weaknesses like long wait times. Suggestions included conducting more health camps and updating the website. The document analyzed the organization of Lourdes Hospital through examining its history, departments, and management systems.
Kootenai Health has grown from a small community hospital established in 1956 to serve the growing population of northern Idaho to a comprehensive regional medical center. Over the past 60 years it has expanded its facilities through additions in 1970, 1972, 1978, and 1984 to keep up with increasing demand. The document outlines Kootenai Health's history of growth and expansion, including its most recent 100,000 square foot expansion project started in 2014 to add more patient rooms and expand women's and children's services.
Tallaght Hospital Work Force Planning: Project Year AheadJohn O Connell
In 2013, the Irish Healthcare sector, as a whole, was struggling to staff Nursing positions and Tallaght Hospital was not immune to this problem. To meet this challenge, and ensure a steady stream of qualified staff, an innovative and fresh approach was needed. This white paper examines how we, at Tallaght Hospital, overcame these challenges to continue providing the highest quality of care to our patients.
Nicholas E. Davies Enterprise Award of Excellence Clinical V.docxcurwenmichaela
Nicholas E. Davies Enterprise Award of Excellence
Clinical Value
Page 1 of 8
Applicant Organization: Centura Health
Organization’s Address: 188 Inverness Dr. W #500, Englewood, CO 80112
Submitter: Amy Feaster, Vice President of Information Technology
Email: [email protected]
Core Item: Clinical Value
Executive Summary
Centura Health, founded in 1996, manages the assets of two sponsors under a joint operating
agreement. For more than 100 years, Centura Health hospitals and services have been helping
people to live healthier, longer lives. Our sponsors, Catholic Health Initiatives and Adventist
Health System, have long provided compassionate, leading-edge care to those in need
throughout the region. Our mission is to extend the healing ministry of Christ by caring for
those who are ill and by nurturing the health of the people in our communities.
Centura Health is focused on providing affordable, world-class care through an integrated
network in Colorado and Western Kansas. Over 17,000 of the best hearts and minds in
medicine, along with 6,000 physician partners, serve more than one million patients each year.
In 2007 we saw the potential to integrate several clinical systems into a common, secure
Electronic Health Record (EHR) system to make patient health information available across all
Centura Health facilities while preserving patient privacy and information security. Centura’s
EHR currently contains approximately 2.4 million patient records making it the largest
integrated health network in the region.
Centura Health’s implementation of a single, standardized EHR system successfully connected
15 hospitals, as well as numerous ambulatory, home health, hospice and urgent care clinics
across Colorado and Kansas. The goal is to allow seamless access to patient data through an
integrated record in all clinical settings. Centura Health successfully reduced hospital acquired
conditions and medication errors while increasing patient satisfaction. Clinical staff can now
review patient-specific information even before arrival of the patient. Both historical and real
time data are available for viewing and clinicians across the care continuum have access to the
same patient record and best practice tools that support the highest standards of care.
Our commitment to a single patient record across the entire system of care has led to increased
coordination of efforts in unexpected areas. An example is our decision to extend the dyad
leadership model, which is well established at Centura, beyond the typical clinical operations to
include a dyad responsible for both clinical and operational aspects of supply chain
management. This dyad consists of a facility CMO and the system VP of Supply Chain. We find
enormous value in this model, and describe our success with blood product management in this
context. Using the dyad leadership of supply chain and medical to design and institute a
mailto:[email ...
This document discusses strategies that hospitals have used to improve patient throughput and bed management. It describes how hospitals such as the University of Rochester Medical Center, University Hospital in San Antonio, Stony Brook University Hospital, Ingalls Health System, and Mississippi Baptist Medical Center implemented solutions like expanding observation units, adding bed czars, adopting full capacity protocols, and investing in bed management software. These changes helped reduce emergency department wait times, free up beds more quickly, and improve overall patient flow and capacity management.
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
The document discusses the history and importance of environmental design research for health facilities. Some key points:
- Environmental design research aims to understand how the built environment impacts human health and behavior through systematic investigation using tools like observation and literature review.
- Pioneering work in environmental design research for health facilities dates back to Florence Nightingale in the 1850s, but the field grew significantly starting in the 1960s and 1980s with studies on healing environments.
- Evidence-based design emerged in the early 2000s and aims to improve health outcomes and lower costs through design solutions informed by rigorous research studies.
- Hospitals that have implemented evidence-based design principles through the Center for Health Design's Peb
BPF-Quality-Buildings-Quality-Care-Nov-15-web_0Karen West
This document discusses how investment in healthcare real estate can contribute to improved patient care and staff wellbeing. It finds that services provided from new healthcare premises are three to four times more likely to receive an "Outstanding" rating from regulators. Modern facilities are also safer for patients, with 30% lower fall rates and 10% lower overall patient harm in new hospitals and care homes. Continuous investment in flexible, future-proof buildings is critical to ensure these benefits are realized across the entire national healthcare portfolio. Doing so would benefit both patients and healthcare professionals.
PSSJD Taller Innovacio - Hospitals del Futur - Gabriel Antoja.pdfGabriel Antoja
The document discusses the role of leading hospitals in Europe in the future. It identifies 9 key roles that leading hospitals will need to take on:
1) Addressing the triple challenge of increasing health needs, decreasing resources, and changing social values.
2) Focusing on providing high-value, complex services with high efficiency without needing large volumes of patients.
3) Offering a new range of services like personalized medicine, genomic diagnostics, and extended services like chronic disease management.
4) Combining the provision of complex tertiary services for referred patients and the provision of acute and chronic services for local patients.
5) Using their knowledge and expertise to redesign health services.
Dr. G. Venkataswamy established the Aravind Eye Hospital in 1977 with the goal of eliminating blindness in Madurai, India and making treatment affordable for all. He developed the "Aravind Model" which standardized processes to achieve high volumes of low-cost, high-quality eye care. Key aspects included in-house manufacturing of lenses, extensive training programs, and operating multiple large-scale hospitals. The model has been successful due to economies of scale from high patient volumes, process optimization, and a focus on affordability without compromising quality. The Aravind model demonstrates the applicability of the "bottom of the pyramid" approach in healthcare by targeting the large population of poor patients through standardized,
Future Hospital Jersey - Parish Hall Drop-Infuturehospital
The document discusses plans for a new Jersey General Hospital with the following key points:
1. The current proposal is for a single major construction phase costing £466m, taking 8 years to complete, which is lower risk and less disruptive than the previous multi-phase £630m proposal taking 11 years.
2. Option F of extending the current site was ranked highest based on cost, benefits, and risk factors, with a capital expenditure of £466m and a net present value of £4,001m.
3. The new hospital design is focused on efficient care, with single rooms, day surgery units, and improved outpatient services to treat more patients without admission and reduce hospital visits and
International case study on massachusetts general hospitalTilahunGetachew3
The document provides details about a case study on the Massachusetts General Hospital (MGH) in Boston, MA. It discusses the hospital's history and services. The case study focuses on MGH's main campus located in downtown Boston at 125 Nashua Street. It examines MGH's efforts to promote patient-centered care through various strategies like creating a welcoming environment, educating patients, and ensuring socio-cultural competence.
This document summarizes a report on reinventing hospitals for the 21st century. It discusses how hospitals often harm patients due to errors and a lack of focus on patient safety and experience. The report recommends redesigning hospitals physically, operationally, and culturally to improve safety, quality of care, efficiency, and staff satisfaction by placing greater emphasis on patient-centeredness. Hospitals of the future should ensure patient safety, quality care, efficiency, and support staff well-being through an evidence-based, transparent approach focused on continuous learning and the patient experience.
Indus Hospital provides free dialysis and other healthcare services to patients in Pakistan. The document outlines the history and vision of Indus Hospital, which began in 1980 with a group of medical students who raised funds to build a blood bank. It has since expanded to include a 150-bed tertiary care facility. The Indus Dialysis Center focuses on providing high-quality dialysis to patients through a team-based approach. On average, 360 dialysis sessions are performed per month. Indus Hospital aims to serve all people through an Islamic ideology of excellence in healthcare without discrimination. It faces challenges in providing free services at scale but remains committed to its vision through community support and innovative solutions.
Winthrop 2012 annual report designed by Curran & ConnorsStephen Seligson
Winthrop-University Hospital's 2012 annual report summarizes the hospital's accomplishments in the prior year. It expanded facilities and treatment options, growing its physician network and leading the region in healthcare IT. A new Research and Academic Center was under construction to consolidate research programs and offer greater education opportunities. The hospital also saw growth in successful programs like fetal surgery and treatment of swallowing disorders. It worked to define new frontiers in areas like diabetes research while maintaining financial strength and effective management to ensure providing high quality care.
The vision behind Menasha Corporation's 102,131 SF new global headquarters was to create a long-term master plan that reflects the integration of Menasha's business units into "One Menasha." Learn more about how Miron Construction and Eppstein Uhen Architects brought this vision to life in a new space that showcases Menasha's innovative spirit and commitment to community and sustainability.
An overview of Authors of Change, a tool used by Miron Construction to empower Owners and end users to initiate changes in their new work environments.
Nurse led chest drain clinic: a study of change from national health system i...Abdulsalam Taha
Abstract:
Background and Objective: There are many nurse-led clinics now in UK, like Chest-Pain, Endoscopy and Bronchiectasis Clinics. Herein, we present the project of Nurse-led Chest Drain Clinic in Guy’s and St Thomas, s Hospital/ London. The aim is to analyze this change project.
Methods: A project of change was designed to set an outpatient clinic run by specialist clinical nurses for patients discharged home with an ambulatory chest drain system in situ. The project is observed and analyzed via interviews with the responsible nurses.
Results: The clinic was established in 2005, run by two Nurse Case Managers, 60 patients were seen in 2007 and the clinic remained well attended. Patients were happy to spend less time in hospital as they could stay safely with their families.
Conclusions: A safe at home management of long-term chest drains was provided by this nurse-led clinic.
Key Words: chest, drainage, nurse-led clinic.
Publication Date: Dec 2013
Publication Name: Middle East Journal of Nursing
view on www.me-jn.com
The Good Apples Group EHRS ProjectSummaryYou are an employee.docxoreo10
The Good Apples Group EHRS Project
Summary
You are an employee of the Good Apples Group, a healthcare organization which runs MacIntosh Manor Hospital. The CEO of the hospital has made a priority for the hospital to enter the 21st century by converting its operations to an Electronic Health Records System. You have been assigned the role of project manager for this effort, and are therefore responsibility for ensuring that the needs of the hospital have been carefully assessed and that the planning process for bringing an EHRS online is effective.
The Organization
At first glance, MacIntosh Manor Hospital looks like any small town hospital, where the quality of care is certainly modern but the staff and patients still come to know each other and expect a down-to-earth pace. The Good Apples Group, a parent corporation maintaining several local clinics in addition to MacIntosh Manor, has worked hard over the years to maintain that balance of customer service and cutting edge patient care.
MacIntosh Manor Hospital is a 500-bed, critical access hospital in Shiminy, Pennsylvania. It is the largest hospital within 100 miles, and schedules between 22,000 to 26,000 visits a year. MMH provides surgical, medical and acute care, 24-hour emergency room services, outpatient services, health education, behavioral services, and home and hospice care to a primarily suburban region of about 124,000 residents. It employs 2200 people, including 275 physicians, and as a hospital is managed by its own CEO.
MMH’s mission is to provide for the residents of Shiminy high quality services that enhance the quality of life and promote healthy lifestyles for patients, clients, employees, organization and communities. In its community MMH seeks to lead by example through compassionate, caring and comprehensive health care services.
The direction of MacIntosh Manor’s strategic vision change greatly in 2010 when Dr. Phillip Kapp was named CEO of the Good Apples Group and made it clear that his own successes with implementing EHRS and related technologies in healthcare facilities in the Philadelphia area would be the kind of challenge he wished to take on again with MacIntosh Manor Hospital. Kapp formed a strategic planning committee to assess the use of technology and what MMH should implement, and to determine and monitor a migration path.
Around the same time that Dr. Kapp took charge of the Good Apples Group, a federal mandate was issued that hospitals nationwide need to be using electronic medical records by 2015, giving Kapp and the strategic planning committee even more incentive to act quickly. The committee recommended beginning the transition to EHRS immediately and implementing both financial and clinical solutions.
“Creating a ubiquitous and common platform for timely access to clinical information is crucial for patient care and patient safety. By giving physicians and nursing staff access to the information they need at the point ...
Jacobs provided engineering and design services for the $296 million redevelopment of Liverpool Hospital in Sydney, Australia. The redevelopment included a new medical ambulatory care centre, diagnostic and treatment centre, and six-story clinical services building. Jacobs' services included building services engineering, environmental sustainability consulting, and construction supervision for the staged project works. The redevelopment supports Liverpool Hospital's role in clinical care, teaching, and research in the southwest Sydney region.
This document provides an overview of open innovation and the Induct platform for enabling innovation communities. It introduces Induct and 1141 Group, discusses open innovation methodology and networks, and highlights innovation achievements and cost savings realized by healthcare clients through their use of the Induct platform. Case studies are presented on innovation initiatives in Norway, Sweden, England, and Denmark that have connected healthcare organizations and stakeholders in web-based innovation ecosystems using Induct.
This document discusses how Lean principles from manufacturing, originally developed by Toyota, can be applied to healthcare settings to improve quality, efficiency and staff satisfaction. It provides examples from pathology and day surgery departments in the UK where mapping processes identified unnecessary steps and waste. Relocating equipment and redesigning workflows reduced sample processing times from 24-30 hours to 2-3 hours in pathology. Lean implementation typically provides improved safety, timeliness of care, throughput and staff morale by engaging frontline staff. The benefits come in waves as principles become embedded in the organization's culture and ways of working.
Sini organiations study at lourdes hospitalLibu Thomas
Lourdes Hospital is a 650-bed multispecialty hospital in Ernakulam that was founded in 1965. It has many clinical and non-clinical departments and is accredited by NABH. A SWOT analysis found strengths like experienced staff and equipment, but also weaknesses like long wait times. Suggestions included conducting more health camps and updating the website. The document analyzed the organization of Lourdes Hospital through examining its history, departments, and management systems.
Kootenai Health has grown from a small community hospital established in 1956 to serve the growing population of northern Idaho to a comprehensive regional medical center. Over the past 60 years it has expanded its facilities through additions in 1970, 1972, 1978, and 1984 to keep up with increasing demand. The document outlines Kootenai Health's history of growth and expansion, including its most recent 100,000 square foot expansion project started in 2014 to add more patient rooms and expand women's and children's services.
Tallaght Hospital Work Force Planning: Project Year AheadJohn O Connell
In 2013, the Irish Healthcare sector, as a whole, was struggling to staff Nursing positions and Tallaght Hospital was not immune to this problem. To meet this challenge, and ensure a steady stream of qualified staff, an innovative and fresh approach was needed. This white paper examines how we, at Tallaght Hospital, overcame these challenges to continue providing the highest quality of care to our patients.
Nicholas E. Davies Enterprise Award of Excellence Clinical V.docxcurwenmichaela
Nicholas E. Davies Enterprise Award of Excellence
Clinical Value
Page 1 of 8
Applicant Organization: Centura Health
Organization’s Address: 188 Inverness Dr. W #500, Englewood, CO 80112
Submitter: Amy Feaster, Vice President of Information Technology
Email: [email protected]
Core Item: Clinical Value
Executive Summary
Centura Health, founded in 1996, manages the assets of two sponsors under a joint operating
agreement. For more than 100 years, Centura Health hospitals and services have been helping
people to live healthier, longer lives. Our sponsors, Catholic Health Initiatives and Adventist
Health System, have long provided compassionate, leading-edge care to those in need
throughout the region. Our mission is to extend the healing ministry of Christ by caring for
those who are ill and by nurturing the health of the people in our communities.
Centura Health is focused on providing affordable, world-class care through an integrated
network in Colorado and Western Kansas. Over 17,000 of the best hearts and minds in
medicine, along with 6,000 physician partners, serve more than one million patients each year.
In 2007 we saw the potential to integrate several clinical systems into a common, secure
Electronic Health Record (EHR) system to make patient health information available across all
Centura Health facilities while preserving patient privacy and information security. Centura’s
EHR currently contains approximately 2.4 million patient records making it the largest
integrated health network in the region.
Centura Health’s implementation of a single, standardized EHR system successfully connected
15 hospitals, as well as numerous ambulatory, home health, hospice and urgent care clinics
across Colorado and Kansas. The goal is to allow seamless access to patient data through an
integrated record in all clinical settings. Centura Health successfully reduced hospital acquired
conditions and medication errors while increasing patient satisfaction. Clinical staff can now
review patient-specific information even before arrival of the patient. Both historical and real
time data are available for viewing and clinicians across the care continuum have access to the
same patient record and best practice tools that support the highest standards of care.
Our commitment to a single patient record across the entire system of care has led to increased
coordination of efforts in unexpected areas. An example is our decision to extend the dyad
leadership model, which is well established at Centura, beyond the typical clinical operations to
include a dyad responsible for both clinical and operational aspects of supply chain
management. This dyad consists of a facility CMO and the system VP of Supply Chain. We find
enormous value in this model, and describe our success with blood product management in this
context. Using the dyad leadership of supply chain and medical to design and institute a
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This document discusses strategies that hospitals have used to improve patient throughput and bed management. It describes how hospitals such as the University of Rochester Medical Center, University Hospital in San Antonio, Stony Brook University Hospital, Ingalls Health System, and Mississippi Baptist Medical Center implemented solutions like expanding observation units, adding bed czars, adopting full capacity protocols, and investing in bed management software. These changes helped reduce emergency department wait times, free up beds more quickly, and improve overall patient flow and capacity management.
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
The document discusses the history and importance of environmental design research for health facilities. Some key points:
- Environmental design research aims to understand how the built environment impacts human health and behavior through systematic investigation using tools like observation and literature review.
- Pioneering work in environmental design research for health facilities dates back to Florence Nightingale in the 1850s, but the field grew significantly starting in the 1960s and 1980s with studies on healing environments.
- Evidence-based design emerged in the early 2000s and aims to improve health outcomes and lower costs through design solutions informed by rigorous research studies.
- Hospitals that have implemented evidence-based design principles through the Center for Health Design's Peb
BPF-Quality-Buildings-Quality-Care-Nov-15-web_0Karen West
This document discusses how investment in healthcare real estate can contribute to improved patient care and staff wellbeing. It finds that services provided from new healthcare premises are three to four times more likely to receive an "Outstanding" rating from regulators. Modern facilities are also safer for patients, with 30% lower fall rates and 10% lower overall patient harm in new hospitals and care homes. Continuous investment in flexible, future-proof buildings is critical to ensure these benefits are realized across the entire national healthcare portfolio. Doing so would benefit both patients and healthcare professionals.
PSSJD Taller Innovacio - Hospitals del Futur - Gabriel Antoja.pdfGabriel Antoja
The document discusses the role of leading hospitals in Europe in the future. It identifies 9 key roles that leading hospitals will need to take on:
1) Addressing the triple challenge of increasing health needs, decreasing resources, and changing social values.
2) Focusing on providing high-value, complex services with high efficiency without needing large volumes of patients.
3) Offering a new range of services like personalized medicine, genomic diagnostics, and extended services like chronic disease management.
4) Combining the provision of complex tertiary services for referred patients and the provision of acute and chronic services for local patients.
5) Using their knowledge and expertise to redesign health services.
Dr. G. Venkataswamy established the Aravind Eye Hospital in 1977 with the goal of eliminating blindness in Madurai, India and making treatment affordable for all. He developed the "Aravind Model" which standardized processes to achieve high volumes of low-cost, high-quality eye care. Key aspects included in-house manufacturing of lenses, extensive training programs, and operating multiple large-scale hospitals. The model has been successful due to economies of scale from high patient volumes, process optimization, and a focus on affordability without compromising quality. The Aravind model demonstrates the applicability of the "bottom of the pyramid" approach in healthcare by targeting the large population of poor patients through standardized,
Future Hospital Jersey - Parish Hall Drop-Infuturehospital
The document discusses plans for a new Jersey General Hospital with the following key points:
1. The current proposal is for a single major construction phase costing £466m, taking 8 years to complete, which is lower risk and less disruptive than the previous multi-phase £630m proposal taking 11 years.
2. Option F of extending the current site was ranked highest based on cost, benefits, and risk factors, with a capital expenditure of £466m and a net present value of £4,001m.
3. The new hospital design is focused on efficient care, with single rooms, day surgery units, and improved outpatient services to treat more patients without admission and reduce hospital visits and
International case study on massachusetts general hospitalTilahunGetachew3
The document provides details about a case study on the Massachusetts General Hospital (MGH) in Boston, MA. It discusses the hospital's history and services. The case study focuses on MGH's main campus located in downtown Boston at 125 Nashua Street. It examines MGH's efforts to promote patient-centered care through various strategies like creating a welcoming environment, educating patients, and ensuring socio-cultural competence.
This document summarizes a report on reinventing hospitals for the 21st century. It discusses how hospitals often harm patients due to errors and a lack of focus on patient safety and experience. The report recommends redesigning hospitals physically, operationally, and culturally to improve safety, quality of care, efficiency, and staff satisfaction by placing greater emphasis on patient-centeredness. Hospitals of the future should ensure patient safety, quality care, efficiency, and support staff well-being through an evidence-based, transparent approach focused on continuous learning and the patient experience.
Indus Hospital provides free dialysis and other healthcare services to patients in Pakistan. The document outlines the history and vision of Indus Hospital, which began in 1980 with a group of medical students who raised funds to build a blood bank. It has since expanded to include a 150-bed tertiary care facility. The Indus Dialysis Center focuses on providing high-quality dialysis to patients through a team-based approach. On average, 360 dialysis sessions are performed per month. Indus Hospital aims to serve all people through an Islamic ideology of excellence in healthcare without discrimination. It faces challenges in providing free services at scale but remains committed to its vision through community support and innovative solutions.
Winthrop 2012 annual report designed by Curran & ConnorsStephen Seligson
Winthrop-University Hospital's 2012 annual report summarizes the hospital's accomplishments in the prior year. It expanded facilities and treatment options, growing its physician network and leading the region in healthcare IT. A new Research and Academic Center was under construction to consolidate research programs and offer greater education opportunities. The hospital also saw growth in successful programs like fetal surgery and treatment of swallowing disorders. It worked to define new frontiers in areas like diabetes research while maintaining financial strength and effective management to ensure providing high quality care.
The vision behind Menasha Corporation's 102,131 SF new global headquarters was to create a long-term master plan that reflects the integration of Menasha's business units into "One Menasha." Learn more about how Miron Construction and Eppstein Uhen Architects brought this vision to life in a new space that showcases Menasha's innovative spirit and commitment to community and sustainability.
An overview of Authors of Change, a tool used by Miron Construction to empower Owners and end users to initiate changes in their new work environments.
Meaured: Rapid Access Prototyping | Miron ConstructionMiron Construction
Rapid Access Prototyping (RAP) is a tool used by Miron Construction during healthcare construction projects to allow staff and patients to interact within mockups of proposed spaces and provide real-time feedback. This replaces traditional inflexible mockups and results in better outcomes for all stakeholders. Using RAP, physicians, nurses and patients help design the new patient experience. Both financial and emotional savings occur through catching issues earlier and reducing change orders. RAP improves quality of care by understanding flows and reducing construction costs.
The Role of Evidence-Based Design | Miron ConstructionMiron Construction
In this overview of evidence-based design in healthcare, Miron Construction takes a look at how the physical environment, along with other factors such as cultural and social, can impact the patient and practitioner experience in giving and receiving care.
Native plantings are a great sustainable choice for landscape projects. Here, Miron Construction takes a quick look at the benefits and provides resources for those interested in learning more about what plants are native to their areas.
Hillcrest Primary School LEED Project Profile | Miron ConstructionMiron Construction
More and more we are seeing school districts take an interest in integrating sustainable design and construction into their school construction projects. When Shawano School District decided to build a new primary school in Shawano, WI, the team implemented a number of sustainable strategies that earned the project Gold LEED certification.
LEED certification is becoming a necessary element in real estate development today. Commercial Horizons, Inc. incorporated a number of sustainable elements in this commercial office space expansion, earning the project Silver LEED certification. Now, CHI's tenant, Integrys Energy Services, enjoys approximately $7,000 in annual energy cost savings.
Lake Mills Middle School LEED Project Profile | Miron ConstructionMiron Construction
When the Lake Mills community approved an addition/renovation project at the local middle school, the Lake Mills Area School District made sure sustainability was a key component of design and construction. The result is a Platinum LEED certified facility that will serve students for many years to come.
Miron Construction Co. is a large, privately-held construction firm based in Wisconsin that specializes in industrial projects. They have extensive experience in areas such as power generation, pulp/paper manufacturing, food processing, and general industrial construction. Miron takes a safety-focused approach and owns over $60 million in equipment to complete industrial projects. Their industrial services division provides construction management, design-build, and maintenance services to clients.
The Menasha High School was outdated and undersized, so a Vision Committee studied trends and needs to provide a relevant education. A facilities study and population study found potential and need for improvements. A task force then explored transforming the high school to improve learning environments. They developed two renovation options that were surveyed to the community. Based on feedback, the school board adopted a $29.9 million referendum to renovate and expand the high school. An effective communication campaign informed voters, and the referendum passed with 73% support.
The Fox Valley Technical College (FVTC) referendum was conducted during tough economic times and a turbulent political landscape. Miron Construction worked with Eppstein Uhen Architects (EUA) to clearly identify FVTC's needs. Extensive input was gathered from key stakeholder groups including faculty, staff, students and valued community partners. Dr. Susan May, FVTC president, said: "EUA and Miron helped us design a process to gain public support from all constituencies, one that assisted FVTC in making effective and efficient decisions in a relatively short time frame." The result was a $66.5 million referendum that passed with 66 percent approval. Craig Uhlenbrauck, vice president of marketing for Miron who works first-hand with all educational projects, could speak to their approach on this and any educational project in their portfolio.
The typical hospital stay is a profoundly stressful experience. You
arrive already in discomfort only to be subjected to a litany of
indignities: you’re poked and prodded, reduced to wearing a flimsy gown, and dependent on strangers for information, food, and help going to the bathroom. The typical surroundings only xacerbate the situation. Just when
you need home comforts the most—perhaps a quiet sunny space, some soft cotton sheets—you’re thrust into a dreary cinder-block room, set under the
glare of fluorescent lights, and left writhing on a sea of antibacterial fabrics and hard plastic surfaces with an endless soundtrack of disembodied voices
emanating from an intercom by your head. Is that any way to convalesce?
Creating the unexpected in health care is a thrilling but daunting challenge.
Sustaining the unexpected, even more so. We considered it our privilege – in fact, our responsibility – to help in writing one
of the most compelling chapters in the history of neuroscience medicine and healthcare construction.
Expect the Unexpected: A health care construction case study Miron Construction
The three critical elements required
to build this type of transformational
healing environment were: Physical,
Behavioral, and Informational. By
understanding the Experience
Ecology and the outcomes of all
three areas in conjunction with one
another, sustainable change can
take place, allowing for a patient-
specific experience centered on
quality outcomes.
Case Study: Transforming the Worker's Compensation ExperienceMiron Construction
This document provides an overview of transforming the worker's compensation experience through an experience-based design approach. Key elements discussed include:
1) Experience-based design aims to promote healing through a wellness-designed environment, provide measurable outcomes, and reduce costs.
2) A patient advocacy difference is created through a workers compensation liaison who understands patient and company needs upfront to create individualized treatment plans.
3) Generating protocols for common injuries establishes baselines for expected recovery timelines.
4) Elements like pre-registration intervention, on-site prevention, and a tracking system solution help provide a seamless experience and monitor progress.
5) The transformed experience focuses on improved outcomes
Miron Healthcare Services, along with a fresh wave of cutting-edge healthcare facilities, is reinventing the concept of typical healthcare and reviving the spirit of the ideal patient experience.
The document discusses Miron Construction's use of Innovation Teams to enhance healthcare experiences through experience-based design. It describes how teams of 200 hospital staff collaborate to understand patient needs and design unique experiences. The goal is to create experiences that result in loyal, lifelong customers. Innovation Teams involve frontline staff and physicians to redesign experiences, not just systems. The process helps identify experiences that are original and meet real patient and staff needs. Miron uses a four step process of vision, education, creation, and refinement to bring new experiences to life and ensure lasting cultural change.
Case Study detailing the unique details of the patient experience and what it should be at the Orthopedic Sports Institute in Appleton, WI. Miron Construction Co., Inc's Steve Tyink used the C5 process to define the goals of what OSI wanted the patients to experience during their stay, and the building was constructed around those definitions.
Miron Healthcare Services helps healthcare organizations build new facilities or expand existing ones. They conduct an assessment of the organization's needs, including required space, ideal location, budget, and affordability. Their process also considers operational efficiency and staff input on workflows. Miron leverages over 25 years of industry experience to develop customized, financially feasible solutions that meet both present and future needs.
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
One health condition that is becoming more common day by day is diabetes.
According to research conducted by the National Family Health Survey of India, diabetic cases show a projection which might increase to 10.4% by 2030.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
2. “I really do believe we have a facility for the future …
The most compelling reasons for a new hospital revolve around
ways it will allow improved services for patients
and the community well into the future.”
DAVE SCHNEIDER
CEO of Langlade Hospital
CHALLENGES FACING A RURAL, CRITICAL ACCESS HOSPITAL
In 2008, Langlade Hospital, a rural, critical access hospital located in
Antigo, Wisconsin, differed little from other rural hospitals throughout
the country. It faced many of the same challenges as its peers:
1
Rural residents are older, have lower incomes,
are more apt to be uninsured, and are more
likely to suffer from chronic diseases.
2
Rural healthcare workers are aging and nearer
retirement age than their urban counterparts.
The growing shortage of health workers may have
a greater impact on rural facilities.
3
Access issues, such as longer travel distances and lack
of reliable transportation, can delay treatment by rural patients,
aggravating health problems and leading to more expensive
care when received.
4
Rural hospitals are smaller—nearly half have 25 or fewer beds—
but must still maintain a broad range of basic services to meet the
needs of their communities. Costs per case tend to be higher, because
fixed expenses are spread over fewer patients.
5
Insufficient access to capital affects the ability of rural hospitals to modernize facilities
and acquire new technologies to improve operational effectiveness. Rural hospitals
lag their urban counterparts in adoption of health information technology.
Source: American Hospital Association. The opportunities and challenges for rural hospitals in an era of health reform.
Trendwatch, April 2011. http://www.aha.org/aha/trendwatch/2011/11apr-tw-rural.pdf
3. BACKGROUND
While these challenges are not unique, Langlade Hospital wanted to blaze a new path. Antigo, once a busy
lumber town (1890-1920), had constructed a 100-bed hospital in 1933. Like many rural communities, the
hospital had not been renovated for many years. The former 1930s-built Langlade Hospital was 110,000
square feet of sprawled-out space, unyielding to today’s healthcare needs.
VISION FOR THE CRITICAL ACCESS HOSPITAL OF THE FUTURE
In 2009, Dave Schneider, CEO of Langlade Hospital, engaged Sg2, a national expert
in healthcare planning to plan for a replacement hospital that would meet the needs
of the 21st century patient and physician. Dr. Manuel Hernandez, an Sg2 director
who guided the work, said the goal was to create a “facility of the future” which could
be very different from the traditional hospital models of the past. Sg2 helped lay the
groundwork for growth forecasts for the hospital and region over the next 10 years.
With this information in hand, Religious Hospitallers of St. Joseph, which operates the
hospital, and Aspirus, a partner in the facility, approved moving forward with funding
the design and construction of a new replacement hospital.
THE PAST
Dave Schneider then asked the newly formed construction and design team to “design
and construct the critical access hospital of the future.” From the beginning, Dave
understood this project would be different. He asked the team to re-imagine healthcare
and the connection the team could have with the local community.
original stain glass chapel windows and cherry
Miron Construction Co., Inc. was hired as the design-build contractor for the new
hospital. Miron and the project owners brought Wisconsin-based Eppstein Uhen
Architects onto the team. With the contractor and architect in place, the team wasted
little time in getting people involved to get the process rolling.
Respecting history was also extremely important
to the hospital. It was originally founded by the
Religious Hospitallers of St. Joseph, a Catholic
healthcare organization established in France in
the 1600s. Today, three nuns remain in residence
at the hospital. Throughout the planning of the
new facility, Sister Dolores Demulling reinforced
the need to honor the history of the hospital,
a passion that resulted in innovative art and
architectural solutions that incorporate the
wood details created from an original cherry tree
cut down to make way for the new hospital.
4. RETHINKING THE DELIVERY OF HEALTHCARE
The new 23-bed replacement hospital has dissolved the departmental silos of the
old facility by involving all 550 employees (through Innovation Teams) in the
innovation and design process. The new Langlade Critical Access Hospital was
designed with the patient experience in mind. In fact, many patients feel like
guests at an upscale hotel rather than patients at a high-tech healthcare facility.
Every decision made throughout the design and construction process was
based on what was best for the patient, and the hospital’s administration team
definitely drove that home.
Innovation was at the heart of this project. The team, comprised of hospital staff,
administrators, care providers and patients, along with members of the design
and construction team, were tasked with implementing innovative features and
processes throughout the project.
Ultimately, twenty-five innovation teams (iTeams) took on specific jobs,
getting involved in everything from process improvement to move planning.
They met biweekly to analyze the hospital’s processes and identify issues,
opportunities and best practices, all while incorporating experience-based
design and lean principles. It was their opinions that shaped the resulting
facility—the hospital of the future.
This integrated planning methodology created
more than 90 healthcare innovations, 100+ hospital
future-state value-stream maps, and best-practice
evidence-based design applications.
One challenge did surface in the form of staff members trained to do things
a certain way. The average employee’s tenure at Langlade Hospital is 26 years.
Most worked with the same team, in the same environment, and delivered
the same model of care for years, which can make change difficult. Although
the teams consistently delivered exceptional quality and received high patient
satisfaction scores in their individual departments, the hospital’s leadership
wanted to break down existing department boundaries and integrate a culture of
collaboration and space flexibility. Individuals were urged to break out of their
“always-done-it” attitude to a “wouldn’t-it-be-great-if ” way of envisioning the
future to create “win-win” departmental layouts.
Team members were encouraged to not simply rely on what they’d always
done, or what the competition was doing, but instead look at things from a
completely new perspective. The team explored other facilities and industries
as benchmarks: Anthropologie for retail, Apple for technology and Southwest
for travel. They discovered that the success of each of these companies relies on
understanding the emotional connections users develop with their experiences.
By standardizing that process, Langlade could design how the experience with
patients would go and how they would feel connecting with a provider before
it ever happened. With a new culture centered on the ideal patient experience,
the team set out to improve each point-of-contact experience with the patients,
from registration to release.
Upon completion, the
building was ahead of
schedule by 60 days
and nearly one million
dollars under budget.
COMMUNICATION,
BUDGET AND SCHEDULE
Continuous monitoring of the project
budget and schedule during all phases
of the project, and real-time tracking and
dialog between team members allowed
the project to be adjusted quickly and avoid
significant value engineering.
The project schedule was delayed
at several points during the pre-design
and design development phase to ensure
that new operational concepts developing
in the Innovation Teams could be tested,
refined, and approved before finalizing
the building design.
5. DESIGN AND INNOVATION TEAMS - REIMAGINE
LANGLADE INNOVATION TEAMS
Surgery/Endo
Inpatient Rooms
Education/Conference
Medical Staff Lounge
Office Space
Food Service/Retail/Menu
Registration
Medical Records
ED/Urgent Care
Chapel
St. Joseph’s Building
The design phase was the project’s most challenging, but also the most
rewarding. Though there were many needs the new design was required to
meet, the hospital was encouraged to reinvent itself into a more efficient
organization, but in an extremely fast-tracked time frame. The process of
reinvention typically takes a great deal of time; however, the iTeam process
and efficient decision-making made this swift transition possible. What
normally takes four or five years was condensed into an 18-month period.
Ultimately, the new design is more compact, creating operational efficiencies
in what is also a very energy-efficient facility. More than 90 major operational
changes were executed. On May 25, 2012 Langlade Hospital opened the
doors to a new 21st Century facility that honors the past, empowers the
present, and is ready to embrace the future.
THE NEW LANGLADE HOSPITAL WAS DESIGNED
AND BUILT TO FULFILL ITS VISION:
Cancer Treatment
Rehab/Wellness/Retail
General Clinic
Sleep Lab/ Neuro Service
Materials Handling
Injection/Infusion
Sustainability
Overall Move
Brand/Wayfinding/Aesthetics
Discharge Process/Instruction
Pharmacy
Safety & Security
Housekeeping
Lab
Maximize patient safety, comfort, security
and privacy, improving the patient experience
from front door to point of care.
Enhance the retention and recruitment
of physicians, providers and staff.
Boost operational and staffing efficiency and
reduce ongoing operating costs, creating the
shortest distance between user and need.
Increase flexibility in order to respond rapidly
to daily and evolving healthcare demands.
Incorporate environmentally-friendly design
features, systems and materials.
Establish Langlade Hospital as the provider of choice
for state-of-the-art health services in its area.
6. UNIQUE DESIGN FEATURES
ADJACENCIES
A great deal of design time was spent discussing adjacencies of departments
within the facility.
The emergency department, for example, was placed next to surgery, to support
instances of emergency surgery and overflow. It was also located near the imaging
department in order to cut down on foot traffic throughout the facility.
FLEXIBILITY
In order to allow the hospital to operate in a lean manner, while not
only serving the needs of patients today but into the future, many spaces
were designed and constructed with flexibility in mind. The new flex plan
ultimately allowed for substantial upfront savings.
Surgical Services (inpatient/outpatient) includes three Operating Rooms (ORs)
at 600 square feet each to accommodate future innovations and equipment.
Operating Room (OR) and Emergency Department (ED) prep and recovery space
will be shared with ED/WIC (Walk-in-Clinic); six flex rooms will be shared with
surgery in the morning and with ED in the afternoon.
Both the emergency area and surgery pre- and post-op areas
can expand or contract to meet space needs.
Although the facility was constructed as a 23-bed hospital, it can increase to 25 if
necessary. Included in those 23 rooms are three LDRP (Labor Delivery Recovery
Post-Partum rooms) with two swing beds allowing flexibility to five LDRPs
and postpartum beds, plus two ICU rooms (instead of four, as housed in the old
hospital). Additional monitoring equipment was placed in two of the medical
surgery rooms to allow for these spaces to be converted, when necessary.
The labor delivery area can also flex into medical surgery rooms.
7. PROCESS EFFICIENCIES
Patients can find assistance within
seconds. With the advances in technology,
caregiver photos, hospital information and
call systems appear right on patient TV
screens. Remote controls also allow them
to operate window blinds and room lights
from the bed.
Online personal records allow
quick access for doctors to private
medical information.
A centralized registration desk,
rather than separate registration
desks for each department.
An interior designed with decentralized
nursing stations/pods allow for quick
connection to patient and family needs.
Consolidated three nursing units into
a single inpatient clinic for Critical,
Medical, Surgical and OB patients.
‘Front of house’ public areas and ‘back
of house’ corridors and rooms only
accessible to staff members. This creates
uncluttered and extremely efficient
traffic flow and keeps patient transfers
out of public traffic areas.
Streamlined 10 points of scheduling to
2 (hospital & clinic) – predetermined
times are based on patient schedules,
not those of the hospital system.
Paperless record system throughout
the new hospital allows for quick
sharing of information and efficient
use of medical records.
New material handling process
using Kan Ban Lean principals allows
for more efficient use of resources.
Easy to locate supplies are placed in the
same location for each patient room,
reducing the “find” time.
Efficient use of every square foot of space
and logical and intuitive wayfinding for
optimal patient satisfaction.
DESIGN FOR THE FUTURE
The hospital has its own corridor dedicated
to women’s services, not something you
typically see in a facility of this size.
All three birthing rooms have been set up
with whirlpools to accommodate water
births.
The use of boom technology in the ICU
(it’s typically only used in surgical areas).
Langlade saw a big divide between
older generations and younger, techsavvy patients. The younger generations
wanted to see more things automated
and self-controlled, such as registration
and the nurse-call system, while the
older generation opposed those types of
changes. The team’s solution to this issue
was to build a simplified system with the
ability to add and expand functionality
in the future as more patients become
comfortable with technology.
In the event of a catastrophe, such as a
chemical spill, the facility has its own
decontamination room with showers
and a system that pumps water into a
specialized decontamination tank. Most
hospitals utilize temporary tents in these
situations, in which they are unable to
keep contaminated runoff from entering
nearby storm water systems.
8.
9. HIGHLIGHTS
Spa-like ambiance—warm, pleasant and
comfortable surrounds set the stage for a unique
experience. Customized vinyl wall coverings with
inspirational sayings and bold imagery make the
facility feel a little more like home.
Patients hospitalized overnight find rooms restful
and well-appointed. Each patient room has doublewide doors, a tiled private bathroom (with walk-in
shower) that is only four feet from the bed and a pullout sleeper sofa for family members.
Unique family spaces with soft seating, hospitality
services and games make guests more comfortable
and their stay more relaxing.
Welcome Center & Education Café –
Coordination of care is driven for the patient through
a comprehensive navigation team from the very first
day of arrival. Consultation, lab, wellness, education
and online updates are completed for patients. A
unique health education process also means personal
health information is updated for patients online,
including reminders. Also, families no longer have
to wonder where to go. Pre-visit tours are given and
questions are answered.
An interior courtyard provides green space
for employees and visitors while also flooding what
would otherwise be interior space with natural light.
Emergency Services/Walk-In-Clinic with central
registration for hospital and clinic.
Laboratory services – hematology, chemistry,
microbiology and blood bank.
Imaging (general X-ray, fluoroscopy,
CT scan, MRI, nuclear medicine, imaging reading
services, women’s imaging center, mammography,
bone densitometry, stereotaxic breast biopsy) with
plans for expansion.
SportsFitTM and Well Fit Center services include
physical therapy, occupational therapy, speech
therapy, cardiopulmonary rehabilitation and
inpatient pharmacy services.
New and improved dietary services include a spoken
menu for patients (bedside patient ordering) and
café with healthy choices for outpatients and visitors.
Three Sisters Café features comfortable seating in a
pleasing environment. Grab-and-go food is available
along with numerous other delicious menu selections.
Visitors can relax with a cup of coffee as they check
their email with free Wi-Fi Internet service.
Conference center for internal and public meetings,
located off the lobby.
Chapel to reinforce the hospital’s mission and a gift
shop for visitors.
Future expansion for 6-10 new providers.
New cardio-pulmonary area providing a central
area for patient diagnostic testing.
Private pre-operative room for a personalized
surgical experience.
10. C5 Process
At Miron Construction Co., Inc. the C5 Process is
much more than a way of delivering services. It is a
philosophy-a different way of thinking. This philosophy
demands a deep understanding of who our clients are
and what is most important them-we call this DNA.
In order for the Langlade Replacement Hospital to
realize its full potential, the Hospital’s unique needs
became the focal point of the entire project. Ultimately,
the ability to CAPTURE Langlade’s unique needs,
CREATE customized solutions, and CONSTRUCT
tangible results, with a team that consistently
COMMUNICATED and CONFIRMED their unique drivers
is what helped ensure success. The Project Team
relied on the following tools to achieve this success.
INFORMATIONAL
PRODUCT OR SERVICE
Ideal Experience
PHYSICAL
SPACE
BEHAVIORAL
HUMAN INTERACTION
Experience Ecology
11. Evidenced-Based Design
From the beginning of the project, the
team realized that there is an urgent
need to address the inherent problems
in the Langlade operational planning
efforts that lead to staff injuries and
hospital-acquired infections, medical
errors, operational failures, and waste.
Project drivers, focused on improving
the physical environment, included:
Improving care team health and
safety
Increasing effectiveness
in providing care
Reducing errors
Increasing patient and
practitioner satisfaction
(increasing market share
and retention)
It also became increasingly clear
that efforts to improve the physical
environment alone were not likely
to help achieve project goals without
a complementary shift in work
practices. Since the hospital physical
plant was more than 80 years old,
operational models were constrained
by the facility. It was important to
identify core systemic and facility
design factors that lead to failures,
inefficiencies and non-value added
activities. Once understood, new,
unique solutions that addressed the
problems within the context of the
culture changes and evolving methods
of care were created. Examples
include identifying operational and
system problems that impact staff
effectiveness and productivity (such
as interruptions, transfers, lack of
information) and develop design and
care models (e.g., acuity-adaptable
rooms) that effectively address these
problems. More than 100 value stream
maps were created in the future state
to determine best practices and design
theories, including:
Identified operational and system
problems that impacted staff
effectiveness and productivity
(such as interruptions, transfers,
lack of information).
Created new design and care models
(e.g. acuity-adaptable rooms, flex
suites, pre/post suites).
Identified steps through the iTeam
process to promote the Langlade
service culture parallel to design
changes to ensure effectiveness and
acceptance for new innovations.
Used Kan Ban systems for material
management processes and
frequently used supplies in relation
to location of key spaces (patient
room, nurse work space, location
of equipment and supplies) with
the goal of minimizing walking
distances and number of trips.
(See photo above right)
Through the design of the new
hospital, provided opportunities
for spontaneous and planned
interactions within the healthcare
team within collaborative areas.
Provided spaces throughout the
hospital for families and patients
to be effectively included in the
healthcare team.
Installed ceiling lifts in all patient
rooms to reduce staff back injuries
along with instituting a no-manual
lift policy.
Understood sources of infection
and injury to staff (air, contact,
and bloodborne) throughout design
and construction.
Instituted multiple measures to
reduce noise stress among nurses
(e.g. improving acoustic conditions
on the nursing unit, education, and
awareness programs).
12. Langlade Hospital - Operating Room Virtual Model
Building Information Modeling (BIM)
We created near photorealistic representations of many
critical spaces early in the design phase. This enabled
the Project Innovation Teams to visualize the design
concepts and provide more meaningful feedback and
guidance to the design team. As we have seen with many
other projects since, this, coupled with Rapid Access
Prototyping, has been an invaluable service to our clients
providing a ‘no surprises’ end product.
Rapid Access Prototyping
Reverse Outcome Prototyping or ‘RAP’ was used
extensively throughout the Langlade Hospital preconstruction process. This tool replaced the traditional
methods of 'mocking-up' areas for individuals to interact
within. Traditional modeling (or mock-up) efforts are
inflexible and rigid. They incorporate only the current
status allowing for little interaction or change by the end
user. Rapid Access Prototyping allows staff participants
and end users the opportunity to interact within the
context of the proposed area (or room) while making 'realtime' changes to the overall space–all in the future state
processes. As a result, better outcomes are created for every
stakeholder allowing for rapid changes to proposed areas
during the design process.
Innovation Team Members–physicians, clinical assistants,
nurses and patients co-created the new, ideal patient areas
through RAP, including: in-patient rooms, registration,
operating rooms and LDRP Birthing Suites.
Both financial and emotional savings occurred through
the use of Rapid Access Prototyping. True to the spirit
and mission of the project, the tool improved the quality
of care by offering a better understanding of patient and
staff flows, efficiencies and, at the same time, reduced
construction costs. In the end, more than 90 changes
were made through the RAP process, which in the past,
would have been missed, causing undue change orders and
unneeded expense.
Rapid Access Prototyping - Patient Room
13. LANGLADE HOSPITAL'S SUSTAINABLE CHARTER
Langlade Hospital created a sustainable charter with the aim
of balancing health care wellness that benefits patients, families
and employees, while improving the quality of life for their
communities and conserving the world’s natural resources.
With a focus on continuous improvement, the hospital seeks
to increase economic value (Prosperity), to engage social
improvement programs that have real impact and help build
healthy communities (People) and to uphold responsible
stewardship of the environment (Planet).
To fulfill the goals stated in this Sustainability Charter,
Langlade established the following guiding principles:
Demonstrate institutional practices that promote
and exemplify sustainability, including measures
to increase efficiency and use of renewable resources,
and to decrease production of waste and hazardous
materials, both in the hospital’s own operations
and in those of its suppliers.
ENERGY SAVINGS
Through energy modeling, high efficiency building
systems, and a high performance building envelope,
the project team:
Achieved a 36.7% decrease in energy consumption
versus a comparable Focus on Energy baseline
project
Resulting energy cost savings of $122,125 annually
versus a comparable Focus on Energy baseline
project
Recognized $102,221 in rebates from Focus on
Energy
GREEN FEATURES
Repurposing of existing building site
Promote health, productivity and safety of the
hospital community through programming, design
and connection to our stakeholders.
Reclaimed stain glass windows
Enhance the health of hospitals ecosystems
and increase the diversity of native species.
LED lighting with smart controls
Develop planning tools to enable comparative
analysis of sustainability implications and to support
long-term economically, environmentally and
socially-responsible decision making.
On-site storm water bioretention
Zero CFC-based refrigerants
Nature trail restoration
PRESERVING THE PAST
Encourage environmental inquiry and institutional
learning throughout the hospital community.
Establish indicators for sustainability
that will enable monitoring, reporting,
and continuous improvement.
Exceed the needs of our patients and customers with
innovative solutions that drive sustainable growth.
Recognize that our planning and actions do
not stop at the hospital boundary, and as a result
aggressively partner with the City of Antigo,
Langlade County, and the businesses, industries,
and agencies that in aggregate define the extended
Langlade Hospital neighborhood.
Langlade Hospital - Cherry Wood Furniture in Lobby
A 110-year old cherry tree stood where the hospital addition was planned.
To preserve the past and the heritage of Langlade Hospital, Miron used the
wood from the cherry tree to build furniture, and also for the many cherry
wood architectural features throughout the hospital.
14. MEASURED RESULTS
Innovation & Experience – The success of the hospital of the future
is measured through personal interaction and operational performance.
During the planning and design of the new hospital, project team
performance was measured based on:
EXPERIENCE / OPERATIONS / SPACE
-50 %
+30
%
+6%
+7
%
-60 %
+17
%
-35 %
+14
%
-14 %
+20 %
Go behind the scenes
and watch footage of
innovation in the making!
Reduced operating room sterilization time by 50%
Increased surgical pre-operative education by 30%
Communication with doctors increased by 6%
Langlade Hospital Innovation
youtu.be/Ls0Oi91isHM
Overall HCAHPS Loyalty+ Rating increased by 7%
Compressed registration time by 60% through care
navigators and a kiosk-guided patient registration process
Increased patient satisfaction with pain management by 17%
Reduced material handling process time by 35%
Enhanced staff responsiveness by 14%
Decreased patient falls by 14% due to a 70% reduction in the distance
between the patients and their restrooms
Increased patient satisfaction with communication about medications
by 20%
Langlade Hospital Innovating Patient Care
youtu.be/ifcl0CjZPy4
15. CRITICAL ACCESS HOSPITAL OF THE FUTURE
Langlade Hospital Replacement Critical Access Hospital
CREDITS
DELIVERY METHOD
Design-Build
TOTAL PROJECT COST
$47,000,000
PROJECT SIZE
94,705 SF
CONSTRUCTION
DURATION
19 months
OWNER
Langlade Hospital
112 East Fifth Street
Antigo, WI
David Schneider
dschneid@langhosp.org
715.623.9210
CONTRACTOR
Miron Construction Co., Inc.
Neenah, WI
920.969.7000
Project Manager:
Heather Stoffel
heather.stoffel@mironconstruction.com
Project Superintendent:
Jess White
ARCHITECT
Eppstein Uhen Architects
Milwaukee, WI
414.271.5350
Kristen Dufek
kristind@eua.com
Scott Uhen
scottu@eua.com
ENGINEER
Hennemen (all MEP)
Madison, WI
608.833.7000
Pierce (structural)
Madison, WI
608.256.7304
It is apparent that incorporating the latest in
healthcare innovation, advanced technologies
and functional work space that position
caregivers closer to patients, who would enjoy
a more comfortable hospital experience, were
driving factors in the design of the facility. Dave
Schneider put it best when he said, “I really do
believe we have a facility for the future … The most
compelling reasons for a new hospital revolve around
ways it will allow improved services to patients and
the community well into the future.” Not only does
the new facility establish state-of-the-art services
in the hospital’s patient service area, the changes
also mean that the people they serve will enjoy the
most advanced and modern facilities in the area.
Dave further explained, “Our new hospital project
has positioned our organization well for the future.
We have created an environment that really enhances
the patient experience while maximizing patient
safety, privacy and comfort. We engaged in a design
process that was much lengthier than usual because,
with every decision made, we considered the impact
of the decision on the patient. Every innovative
feature in our new facility, and there are many,
reflects our intensive efforts to assure that the new
Langlade Hospital is truly patient-centered.”
16. JOIN THE CONVERSATION AT
miron-construction.com/blog
Miron is committed to building more than
just buildings. We believe wholeheartedly in
partnering with our clients to develop solutions
that deliver business results. For many, that
means increasing their bottom line, or enhancing
their ability to recruit and retain the best
and brightest. For others, it’s giving them a
competitive edge. Our Experience-Based Design
services offer our clients the ability to distinguish
themselves in an increasingly competitive
marketplace.
That is why we are committed to collaborating
with owners and design partners to create
unique, differentiating experiences that exceed
client expectations. We know it is no longer
enough to simply satisfy. At the end of the day,
it’s all about helping our clients be successful.
Experience-Based Design is just one way we’re
helping clients deliver on their promises.
Simply stated: our commitment reaches beyond
construction; our passion brings dreams to life!