Genesis Healthcare System broke ground Saturday, May 11th on what will be the new medical center.
The new center will be built on the Genesis-Bethesda site and will feature a new patient tower attached to a totally renovated Bethesda building.
The project involves consolidation of all Acute Care services into the Genesis Bethesda Hospital with a new 160,000 sf addition which houses Emergency, Surgery, Central Sterile Processing, ICU and a Pediatric Nursing Unit. A 260,000 sf renovation of the existing hospital and nursing units and a new 35,000 sf outpatient Cancer Center.
The new center will also include all private patient rooms and improved navigation.
Expected completion date is summer 2015.
“There are organizations struggling to sustain themselves because they’ve invested substantial capital dollars in the wrong place and they’re saddled with long-term debt that has little chance of a return. With the proper use of planning levers, organizations can not only better sustain themselves in the long-term, but also grow and thrive.“
Trinity Health Group’s Bob Gesing and John Chory have written a timely piece, “Planning for Greater Value,” in the April issue of Healthcare Design Magazine. The article focuses on the primary planning measures that can have a huge impact down the road.
“Industry uncertainty remains in this era of reform and recession, while the demand for healthcare services continues to grow as the population ages and medical advancements prolong life. Consequently, healthcare organizations are faced with a dilemma: how to address the need to expand, improve, and build new facilities in this environment. The answer is found in planning with a different perspective in mind.
Archimedes said: “Give me a place to stand and with a lever I will move the world.” The essence of leveraging is that a relatively small element, when properly applied, can have a huge and lasting impact.
While the planning and design of a healthcare facility represents only a small part of the overall cost of a building during its lifetime, if properly leveraged, these tasks offer an outstanding opportunity to move an organization into a better business-centered position. The key is to know where and how to place certain “levers” that can be beneficial to the trajectory of the healthcare system and prove profitable—even in a constantly changing environment.
Most would agree that proper planning has a beneficial impact on construction costs, but many may not realize that its impact extends much further. In most healthcare facilities, staffing, operations, and maintenance account for 75 percent of costs for the life of the facility; construction, equipment, and furnishings account for about 23 percent; and planning and design make up the remaining 2 percent.
When you figure that a project with a $25 million construction estimate actually costs a healthcare organization $100 million throughout its lifetime, then creating planning and design solutions that can maximize the value of staffing, operations, and maintenance becomes paramount. This seemingly small 2 percent can have enormous impact and added value over the lifetime of the facility.
During planning and design, the following seven levers should be used to move a facility in a direction to provide greater value…” For the full article, head over to Healthcare Design Magazine.
What we’ve known all along, is that Emergency Department design plays a crucial role in Emergency Department operations. So we were pleased to see reported in this article by Ben Sutherly in Sunday’s The Columbus Dispatch, that the two hospitals with the least amount of wait time: “That is from the time someone shows up in the department until he or she is in a room,” were two hospitals that we designed. “That same wait is typically less than five hours at Doctors Hospital in Columbus or at Licking Memorial Hospital in Newark,” writes Sutherly.
To see the full article on local Emergency Department wait times, click here.
For more information on Emergency Departments click here.
Don’t miss us, Tuesday 26 February at the early morning session!
Concurrent Session: Innovation in Design
Seven Levers to Maximize Value
John Chory, Principal, Trinity Health Group; Robert Gesing, AIA, Principal, Trinity Health Group
While the planning and design of health care facilities represents only a small part of the overall cost of a building over its lifetime, if properly leveraged, these efforts offer an outstanding opportunity to move an organization into a better business-centered position. Using real-life examples, this presentation will outline where and how to place seven “levers” that can benefit a health care system and maximize profitability in a constantly changing environment. This session will enable attendees to:
- Present metrics on the lifetime cost of buildings on a health care organization in order to provide perspective on opportunities to increase the value of planning, architectural, and engineering services.
- Outline seven areas where a planning and design professional can leverage more value into facilities.
- Provide detailed examples of analyses that can be used to assess opportunities and maximize value streams.
- Cite real-life examples where such approaches resulted in significant and measurable results.
Stop by and see us!
We were pleased to see that Columbus CEO awarded Alfred Kobacker II as their Health Care Achievement Awards, Volunteer of the Year!
It was an honor for Trinity to be associated with the design and continued excellence at Kobacker House.
The announcement was made in the January 19th edition of Columbus Business First, who “put the spotlight on 20 individuals from the region who are front and center in their industries. From health care to finance to technology and many industry sectors in between, the focus will be on Central Ohioans deeply engaged in their work and leading their companies and communities – people with whom you should get acquainted.”
To see Bob’s Q& A click here.
To see the full list of the 20 to Know click here.
Bob has been invited, along with the other honorees, to participate in a private roundtable event involving discussion of regional and national healthcare matters later this month.
Trinity Health Group announces the completion of an $8.4 million expansion at Samaritan Regional Health System in Ashland, Ohio. The 8,500 sf of new space includes the Birthing and Women’s Unit, and forthcoming ICU and Acute Care. Extensive remodeling was also completed on the old Birthing and Women’s Unit which now features a state-of-the-art surgical room for Cesarean sections, a waiting room, an education room and a lactation room for breastfeeding mothers. The LDRP birthing suites allow for patients to labor, deliver and recover in the same room throughout their stay and each patient room has a large private bathroom.
The addition, which was built vertically, had to be designed and constructed in a way that would allow the existing OB department to remain operational during the entire process. The second and third floors were expanded to include space for future ICU and Acute Care facilities. The fourth floor was an expansion of the current OB department, as well as a renovation of the existing space. In addition to the 15,645 sf of vertical expansion and 9,304 sf of renovation, a 3,435 sf single story addition was constructed to house an emergency generator for the hospital.
The renovation and expansion features an enclosed interior garden courtyard with new skylight, which provides a relaxing atmosphere for new mothers and their families. An existing stair was expanded to meet the requirements of the vertically enlarged facility. A glass enclosed atrium with plants and a floor-to-ceiling waterfall, along with a nursery and private treatment area in the nursery, complete the space and all serve to enhance the patient’s recovery.