The design of the new 14-story ambulatory tower for Oregon Health & Science University’s Center for Health & Healing Building 2 (CHH-2) is reaping the benefits of planning decisions made during the integrated design process. One major success is the innovative approach to co-locating disparate procedural services that optimizes space, improves operational efficiency, and enhances the patient experience.
At the 2019 Healthcare Design Conference, Barbara Anderson, RN, principal, and Lisa Newman, Nurse Manager at OHSU, shared this case study on how co-locating Endoscopy, Cardiology, and Interventional Radiology into one Multispecialty Procedure Unit has provided benefits to patients and staff on several levels. Here are the top takeaways:
Planning for the Future
Over the last two decades, OHSU has worked to address a crowded campus that needed to expand. Building on a years-long relationship with ZGF, including a number of master planning initiatives and design of existing facilities, OHSU realized that relocating outpatient facilities to a waterfront site would free space for critical inpatient care needs on the main campus. This relocation also expanded the opportunity to improve operations and efficiency.
The new facility is comprised of several multispecialty clinics, a 22-room procedural unit, a first-of-its-kind extended stay unit, the Knight Outpatient Cancer Center, Clinical Trials Unit, lab, pharmacy, phlebotomy services, patient amenities and below-grade parking.
The waterfront strategy also leaves room for future expansion on adjacent sites.
A New Way of Thinking
The design concept that would accomplish the client’s three big goals for CHH-2—optimize space, improve the patient experience, and reduce the cost of care—required a very new way of thinking. It was the first time OHSU experienced the Lean design process, which significantly benefitted the project from both design and clinical perspectives.
Not only did the integrated planning process provide opportunities for physician, nurse, and patient engagement to inform the design, it enabled the three specialties—which had never worked together previously—to mock-up, test, and refine design concepts over the course of nine integrated design events (IDEs). This proved to be especially valuable for the Multispecialty Procedure Unit because it allowed the teams to formulate ideas and concepts of how the three disparate specialties would come together in a much larger, integrated unit.
The solution maximizes efficiency in clinical care now that staffing resources and supplies are shared across the unit and procedural services are standardized.
Improving the Patient and Staff Experience
Data from the first several months of operations show that operating as one unit improves efficiency by consolidating staffing resources and supplies, enhancing flow and throughput, and streamlining the onboarding process of new staff.
New scope-tracking RFID-enabled software allows staff to track data that it never had before, such as total scope usage, number of scopes processed, top scope types by usage, number of repairs, and more. This data provides the team key insights into utilization and where to allocate staffing resources. Early staff feedback indicates that team members are excited about these new technologies and more efficient ways of working.
Standardizing pre- and post-procedural services has improved the patient experience and increased on-time starts, resulting in decreased overtime, all contributing to the reduced cost of care. Patient surveys and feedback also indicate improvements in several areas, including privacy, comfort, access to natural light and access to outdoor spaces.