HEALTHCARE INDUSTRY AND DESIGN TRENDS Institutions leverage their facilities in response to the Affordable Care Act FEBRUARY 2014
Providence Everett Medical Center Everett, Washington
FOREWORD The Affordable Care Act (ACA) is changing the fundamental environment in which healthcare providers operate. There are new rewards for those who can successfully navigate the law, and unwanted consequences for those who cannot. Many institutions are rethinking their basic assumptions regarding how they should operate. Ann & Robert H. Lurie Children's Hospital Chicago, Illinois
To understand the impact of the Affordable Care Act on healthcare providers and their facilities, we conducted a survey at the Fall 2013 Healthcare Design Conference. Over 190 professionals provided feedback, including healthcare administrators and facilities leaders, and the architects who support them.
CONTENTS The Affordable Care Act: Necessary medicine……….………..……..………….…………..….……….. 2
Healthcare providers recognize that their response to the ACA must include new approaches for their facilities. Pressure to make appropriate facilities and operational decisions is high given the need to reduce costs and improve outcomes.
An opportunity to win…………..………………………….………………….. 3 A hard pill to swallow………..……………………………..……..……….…..4 Provider Strategies: Get lean / Evolve spaces……………..……………..…….………….……….5
Mortenson is pleased to share with you the following insights regarding the Affordable Care Act and provider strategies to navigate today’s environment.
Determine your course.……………………………..…….……………….…. 6 Diversify your portfolio.……..………………..…….…….………….……….7 Think broadly and stay flexible…………….………..………………….…. 8 Provide the best experience……….………………..…………..…….….. 9 Utilize best practice tools………………………..……..……………………10 Set yourself up to succeed………………………....……..………………..11 Communicate clearly and expand your team…………….……..… 12 Be optimistic but realistic……………………………………..………….….13 Thank You!…………………………..………………………………………………...…… 14
NECESSARY MEDICINE The Affordable Care Act has been politically controversial. Some fear the government is taking over our healthcare system. Others want wide‐ ranging changes to fix a system they believe is broken.
When the ACA is fully established, it will…
Despite the disagreements voiced in our national politics, a strong majority of healthcare providers believe the Affordable Care Act is good for citizens and a step forward for U.S. healthcare.
% of healthcare providers who: Agree
be a step forward in addressing U.S. long‐term health issues
A large number also feel the act will be successful in improving healthcare
be good for U.S. citizens
outcomes and shifting the reimbursement system to one that rewards
successfully shift reimbursements to the quality of outcomes
outcomes.
53% 39% 43%
Improve healthcare quality and outcomes
Providers are less sure the cost and coverage goals of the ACA will be achieved. While two‐thirds believe the ACA will lower per patient costs,
57% 60%
44%
83%
37%
80%
14%
71%
65%
will reduce the number of uninsured or underinsured citizens. Moderately reduce the number of uninsured citizens 25% reduce the number of underinsured citizens
Phoenix Children's Ambulatory Surgery Center Phoenix, Arizona
2
27%
Substantially 33% 27%
90%
37%
5%
lower the per patient cost of healthcare
the other third do not. Also, only a little more than half believe the Act
Strongly agree
58% 54%
AN OPPORTUNITY TO WIN The Affordable Care Act was designed to promote competition.
Select quotes from healthcare providers:
Many institutions see that the ACA provides an important new
“We have the opportunity to excel in a performance‐based environment where quality is valued over quantity.”
opportunity to compete and succeed. Institutions able to think boldly and improve the way they operate can come out ahead.
“We can proactively look at coming changes and make adjustments that put us in an advantageous position over other institutions.”
While efficiency and effectiveness have long been important goals for
“This is a time for ‘audacious’ thinking in managing costs without compromising the quality of care.”
healthcare providers, the Affordable Care Act creates explicit new rewards in these areas. Providers are hopeful the ACA will also allow
“There is an opportunity for greater scrutiny in areas we have not taken full time to explore.”
them to fully realize their missions of providing quality care to all.
“This is an opportunity to provide healthcare to all in need.”
Describe the greatest opportunity the Affordable Care Act presents to your organization? Healthcare provider responses Opportunity to compete and win
University of Minnesota Cancer & Cardiovascular Facility Minneapolis, Minnesota
33% 19%
Bold thinking / Renewed scrutiny
13%
Increase patient base Other
13% 11% 7% 4%
Become more efficient Opportunity for better patient outcomes Opportunity to better fulfill our mission
3
A HARD PILL TO SWALLOW % of healthcare providers who: The benefits of the ACA come at a high price. The Act creates substantial
The Affordable Care Act…
uncertainties and challenges for healthcare providers.
is in need of major changes or revisions.
The details of the Affordable Care Act are difficult to understand, and adjustments have occurred throughout its implementation. This has
has created significant uncertainty.
resulted in uncertainty for healthcare providers. Change and uncertainty are likely to persist. In fact, the strong majority of providers believe the Act remains in need of substantial revisions.
will ultimately challenge my organization’s financial condition. has already challenged our financial condition.
Although about half of healthcare providers believe the ACA will help
Agree
Strongly agree
50%
86%
36%
79%
50%
29%
48%
74%
26%
36%
72%
36%
address fiscal challenges such as charity care and patient bad debt, most believe the ACA is bad for their organization’s overall financial health.
Moderately will provide bad debt relief to hospitals.
The fiscal challenges presented by the ACA exacerbate existing pressures as more and more patients “shop around” to find low cost options.
will hurt the attractiveness of treating Medicare / Medicaid patients. will reduce charity care given free to uninsured patients.
Park Nicollet TRIA Acute Injury Care Clinic Minneapolis, Minnesota
35%
4
20% 55%
29% 24%
53%
9%
36%
Moderately Today’s patients shop around for low cost care options to minimize deductibles and copays.
Substantially
37%
45%
Substantially 26%
63%
GET LEAN / EVOLVE SPACES
Please describe how your organization or the organizations you support are responding to the ACA? Responses from:
Providers are implementing many changes in response to the ACA Healthcare providers
(see chart on the right). More than anything else, organizations are re‐examining their spaces
Reducing spending / Finding efficiencies
31%
Embracing the law
19%
Architects 11% 39%
and operations to find efficiencies. They are also establishing new types of spaces, especially ambulatory. Many providers are expanding their operational view to include in‐home care.
Investing in IT We have made few changes so far
“We are cutting operating costs.” “We’re providing lower cost of care options.”
12%
5%
8% 8%
5% 5% 5%
22%
13% 17%
Other
Establishing new types of spaces & operations Delaying projects Enhancing community presence Adopting simpler designs Focused on remodeling
“We have a greater focus on outpatient care and facilities.” Nearly a quarter of respondents said that they haven’t yet enacted
“We are re‐evaluating our existing functional spaces within all healthcare facilities, nursing units, and ambulatory centers.”
many changes due to the ACA, but are preparing for the future.
“We have the need to develop more interdisciplinary team space.” “On one hand, we haven’t made many changes yet. On the other, it behooves us to exercise greater prudence in controlling the cost of care.”
A number of providers have fully embraced the spirit of the new healthcare law and are devoting more resources to areas such as preventative care. Doing so carries financial risk.
Some architects have noticed providers delaying projects until they better understand the ACA. They also see a greater focus on
“We have embraced the law and are preparing for change ‐‐ continuous research on how to improve outcomes, improve safety, provide preventative care, emphasize wellness, etc.”
remodeling and simpler designs in order to save costs. “I see clients waiting to determine where, and if, volume increases occur and in what areas and levels of acuity.”
“We are modifying our offerings, processes and physical environments. We have already seen reduced admissions to our acute facilities, which has hurt revenues since we still operate in a fee for service environment.” 5
DETERMINE YOUR COURSE
Healthcare industry consolidation will: Strongly agree
According to Healthcare Finance News, the healthcare industry is experiencing the highest level of consolidation since the turn of the millennium. Consolidation is happening among non‐profits as well as
Improve care 13%
Agree 57%
Disagree 30%
for‐profits, and is taking many forms such as acquisitions, partnerships, Reduce the cost of healthcare
affiliations and alliances.
Make institutions such as mine more financially secure
Providers are following separate strategies regarding consolidation. 4 out of 10 are actively participating as industry consolidators. Others
65%
5%
30% 35%
60%
5%
are focused on improving their current systems rather than expansion. No healthcare provider thought their organization would be the target
Providers also differ in their ownership strategy for facilities. Some
of an acquisition. This suggests future consolidations may not be
are shifting focus towards leasing, others favor greater ownership,
welcomed by the targeted organization.
while others are satisfied with their current ownership mix.
Regardless of their institution’s stance towards consolidation, most
Healthcare providers who favor leasing told us leasing allows them
providers believe consolidation is good for the industry and will help
to stay flexible and keep options open as the market continues to
improve care, reduce costs, and make organizations more financially
evolve. Those favoring ownership see it as a more cost effective
secure.
long‐term option. They also feel owning allows them to more easily implement significant building renovations that may be needed.
What role will your organization play in industry consolidation? We will be a consolidator
Three years from now, how much more or less prominent will leased (vs. owned) facilities be within your institution?
We will be largely Unsure unaffected 47%
42%
Much more More prominent prominent
11%
0%
11%
We will be consolidated (i.e. we are a good candidate for consolidation) 6
28%
About the same 39%
Much less Less prominent prominent 17%
5%
DIVERSIFY YOUR PORTFOLIO
Despite the need for new types of facilities, many healthcare providers have reduced design and construction activity in recent years in response to both the recession and the new healthcare law. For many, focus has shifted to information technology investments
Nearly all healthcare providers believe ambulatory facilities will grow in
incentivized by the ACA (see below). About a third of providers have
prominence within their organization, while very few predict growth for
moderately or significantly reduced facilities investments due to this
traditional hospitals.
shift. Still, half of providers believe their organizations will increase facilities activity moving forward.
About half of healthcare respondents believe specialized facilities (such as MRI centers, cancer centers, urgent care centers, etc.) will grow in
Regarding your information technology investments:
prominence within their institutions. Approximately half also predict a greater emphasis on senior centers. Micro hospitals will receive greater
Very Significant Significant Moderate Some
focus from about a third of providers.
Investments over the last 2‐3 years
Three years from now, how prominent will the following be within your institution? Much more prominent Clinics / Ambulatory facilities
20%
Focused medical facilities
21%
Senior centers Micro hospitals
15%
Investments over the next 2‐3 years
38%
15% 15% 5%
Minimal 15%
46%
23% 12% 4%
More About the prominent same 75%
26%
38%
5%
53%
16% 15% 16%
50%
36%
How much has/will information technology investments reduce or delay your organization’s facilities related investments?
Much less prominent
70%
25%
Not at all
Some
20%
48%
Moderately
Significantly
28%
4%
How will your design and construction activity over the next 1‐ 2 years will compare to the last 1‐2 years?
7% 7%
Traditional 5% hospitals
27%
Less prominent
Significantly greater 19%
7
Greater 31%
Somewhat About the Somewhat greater same worse 35%
4% 11%
THINK BROADLY AND STAY FLEXIBLE Healthcare providers have many ideas regarding how they could
When asked to describe ways to achieve greater facility flexibility,
improve their facilities. Many of these ideas center around making
architects mentioned standardization, modularization, and careful
spaces more efficient, pleasant, and adaptable.
planning as important components. How can you best ensure healthcare spaces are flexible ?
Describe what you would change about a typical healthcare facility. Healthcare providers More flexible
15%
Provide for better patient experience
15% 11%
More multidisciplinary team space Better accommodations for family members
5% 5%
9% 9% 8%
23%
Architects Standardize as much as possible
Lower cost / Promote efficiency Better support for staff and their relationship to patients Less sterile Better wayfinding Other
Consider future needs when planning Make infrastructure amenable to change Adopt universal exam rooms
22% 19% 15% 14% 11% 4% 4%
11%
Utilize a modular layout of space Build in shell or flex space Place likely to expand areas on the perimeter Other
“Facilities need to be flexible as we learn more efficient ways to provide care, and take a serious look at outcome based healthcare.”
“Use universal sizing and circulation paths that are easily extended.”
“We need to make facilities less sterile.”
“Employ modular layouts within the biggest spaces possible.”
“More emphasis on patient centric designs and experience.”
“Plan so the departments that are most likely to expand are on the perimeter or top floors of a given facility.”
“Standardize across all service lines.”
“I wish we could improve the availability and utility of multidisciplinary team space.”
“Create infrastructure that is malleable and doesn’t require entire shutdowns for simple repairs and additions. Use modular designs for above ceiling systems so they can be reused without being rebuilt.”
“We need to make our facilities more adaptable to care changes without radical renovation.” 8
PROVIDE THE BEST EXPERIENCE
“Address the lack of clear wayfinding that often exists. Patients should not have to wander over huge areas to find a service.” “Find ways to reduce waiting times such as self‐check‐in, self rooming, and pre‐registration.”
Patient experience is a top priority for providers. Unfortunately, as one respondent stated, many healthcare facilities are old and have not been
“Rely more on personal interaction, less on technology.”
brought up to the comfort expectations of today’s society.
“More inviting waiting rooms and patient rooms that welcome family members.”
Architects suggested a large number of areas that can improve patient experience. Better wayfinding and public spaces topped their list, along
“Create well designed, comfortable public spaces.”
with improving the waiting experience.
“We need true healing and soothing suites in addition to diagnostic and procedure areas.”
What is missing from many facilities that can most improve patient experience?
“Natural light in core spaces.”
Architects Better wayfinding
19% 16%
Better public spaces Family accommodations Green spaces Air quality Sound abatement Other
7% 7% 5% 5% 5% 5% 4% 4% 4%
19%
“Landscaping that is accessable.” Making the waiting experience faster and/or more enjoyable
“Sound masking and art.”
Less sterile environments Flexibility Natural light Make spaces feel less crowded
Creating the right environment for patients requires striking the proper balance between technology and human interaction. Several architects suggested “self‐service” technologies to improve routine patient
Swedish Ballard Medical Office Building Seattle, Washington
processes, while others emphasized the importance of clear communications and face‐to‐face interactions throughout a patient’s visit. 9
UTILIZE BEST PRACTICE TOOLS When your organization executes major facilities projects, how
Approximately 40% of participants always analyze patient and staff
prevalent are the following practices?
movements to ensure new spaces support lean workflows. Many also interview patients and caregivers to learn about their experiences and identify potential space improvements. Evidence
Healthcare providers and architects*
Based Design is also a popular tool, although utilized somewhat less Always Using BIM/VDC
48%
Analyzing movements so that designs create lean workflows
41%
Interviewing patients and caregivers to share experiences with designers
39%
Using Evidence Based Design (EBD) Attaining LEED for healthcare certification Attaining Net Zero and/or 7% energy independence
than other practices.
Usually Sometimes 30% 39%
18%
5%
14%
2%
Although energy efficiency was mentioned as an important goal by many participants, LEED and/or Net Zero type certifications are not commonly utilized by the majority of project teams.
5%
28%
26%
39%
21% 15% 16%
30%
46%
28%
25% 7% 2%
28%
Almost Never
5% Martha Jefferson Hospital Charlottesville, Virginia
15% 3% 21%
Never
* Provider and architect responses were similar BIM/VDC is utilized more consistently than any other design and construction tool when executing major facilities projects. When used correctly, BIM/VDC enhances team collaboration, efficiency, and data sharing‐‐and helps teams visualize design possibilities.
10
SET YOURSELF UP TO SUCCEED
Many respondents—especially architects—list the various forms of IPD as their preferred method. Unfamiliar contract provisions and the complications inherent in
Choosing a project delivery method that aligns to the goals and
reaching a single signed contract can make Contractual IPD difficult
preferences of your organization can significantly impact project success.
to execute. Only half of healthcare providers who have utilized Contractual IPD would recommend it on a future project.
Owners prefer alternative delivery methods such as Design‐Build and CM@Risk. These approaches enhance collaboration by involving parties
Select quotes on preferred delivery methods:
early and aligning goals. Individual preference for a given alternative method often revolves around ease, control, and familiarity.
Design‐Build “More straightforward than other methods.”
What delivery method would you most like to utilize when executing a major facilities project?
“It creates an easier atmosphere to design in.” “It eliminates conflicts between the contractor and the architect.”
Healthcare providers Architects Design‐Build CM@Risk Contractual IPD (Multi‐party contract) Agency CM Design‐Bid‐Build
26%
CM@Risk
14%
“As the owner, I have a contract early on with a team delivering within the project estimates and continuously on watch for value engineering opportunities and scope creep issues.”
26% 22%
12%
19% 11%
33%
7%
15%
Modified IPD (IPD principles within other contract types)
“CM@Risk gives owners the most control throughout the design and construction process.”
14%
“Least amount of risk for the owner.” Modified IPD
Integrated Project Delivery (IPD) is a relatively new approach that “Provides the benefits of IPD without unfamiliar contract provisions.”
integrates project teams around the principles of teamwork, collaborative decision making, and shared benefits and risks. In its pure
“Brings team members to the table early with follow‐ through all the way to the end of the project.”
form, parties are aligned by a single contract (Contractual IPD). Alternatively, teams can adhere to the principles of integrated delivery
“All team members have a stake in the positive outcome.”
within other contract types . 11
COMMUNICATE CLEARLY AND EXPAND YOUR TEAM Effective communication is the most important factor to ensure project
Over half of providers mentioned involving more constituents and/or
team alignment and success. Trust, early involvement of all parties, and
making early process improvements as the best ways to enhance team
user group participation are also very important.
performance. Architects offered many other ideas to boost performance.
What most hinders project team effectiveness?
Select quotes on how to increase project team performance:
Healthcare providers Architects Poor communication Focusing too narrowly on cost / schedule Lack of trust Poor planning Misaligned roles Poor project vision
33%
41% 4%
10% 8% 5%
4%
15% 9%
15%
6% 5% 6% 3% 5% 5% 3% 5% 3%
15%
“We provide many more chartering meetings with end users much earlier in the planning phase.” Wrong delivery method
“Involved the clinical staff in important meetings with designers.”
Unclear leadership Not including everyone Poor model sharing Lack of commitment Other
“We do a more thorough upfront exploration of the design ideas to improve patient experience and engagement.” “We hold teaming and LEAN events, virtual reality events, mock‐up reviews.” “We focus hard on aligning the team at the onset of programming and goal setting.”
What have you done to enhance team performance? Healthcare providers Architects Involved staff / Expanded team Improved the early processes Stronger commitment Better use of tools Collocated the team
16% 38%
29% 8% 8% 9%
7% 6% 4% 4%
15% 11% 10% 8% 8% 19%
“More user group meetings, Evidence Based Design application, and engagement of the community.”
Applied Evidence Based Design Chose the right delivery method Held teaming events Adopted formal communication process Got the right team Other
“We’ve included more internal resources, such as IT, and increased design discussions with staff and patients.” “We utilize IPD Lite with Virtual Design and Construction.”
12
BE OPTIMISTIC, BUT REALISTIC
Very Optimistic / Optimistic “Advances in medicine and technology will move us forward.” “Technology will change everything.”
When you think of the future of U.S. healthcare, are you:
“Notwithstanding the current ACA aberrations, I am optimistic in the ingenuity and resilience of the American marketplace.”
Healthcare providers
Very Optimistic
Q4‐2012 Survey
Q4‐2013 Survey
13%
10%
“We are moving in the right direction by paying more attention to wellness, prevention, and reducing costs.” “Few would argue the system doesn’t need to change. Our costs are the highest in the world without radically different outcomes. I am convinced reform will ultimately move us in the right direction.”
50%
Optimistic
Neutral
72%
“I am nervous based on what I know today, but truthfully, I am not educated enough to know all that is proposed.”
23%
Neutral Pessimistic
11%
4%
17%
“There are unknown effects of the ACA and how it will effect the delivery of care and accessibility to all providers.” “Although costs need to come down, our system has become too complex and change will be difficult.”
A growing number of providers are neutral or pessimistic regarding the future of healthcare. The Affordable Care Act and uncertainty
Pessimistic
surrounding the law has diminished overall optimism. Still, 60% of healthcare providers remain positive about the future.
“The Affordable Care Act will limit options and restrict needed procedures based on government criteria.”
Many providers are confident that ingenuity, technology and a shift to
“We are moving to reduce both choice and prompt care.”
wellness and preventative care will create a viable healthcare system that
“The government is taking control of healthcare without a proper structure in place to understand effective delivery.”
meets the future needs of our society in a cost effective manner.
13
THANK YOU! We sincerely thank the professionals who offered their time to participate in our study. Our aim is to be in lockstep with customers and partners, resulting in a far superior experience that’s second‐to‐none. Input such as this is tremendously valued and greatly appreciated. Participants in this study recognize both opportunities and challenges in today’s healthcare environment. They desire new types of spaces and facilities. They are also thinking broadly and involving many constituents in their efforts to reduce costs, improve outcomes, and enhance patient experience. Mortenson has been a leader in healthcare construction for five decades. We are dedicated to working in a collaborative and inclusive manner with all of our customers and partners, and are continually examining our processes with an eye to reducing waste. Our experience and award winning innovation allow us to contribute ideas to the project teams we serve that maximize value and improve the future effectiveness of facilities. We welcome the opportunity to share more with you about Mortenson’s healthcare expertise and unique capabilities to provide world‐class quality and service to our customers.
14
Mortenson Contacts To learn more, contact one of our healthcare leaders:
Senior Vice President National Healthcare Market Leader Bob Nartonis 763-287-5397
[email protected]
Exempla Lutheran Medical Center Wheat Ridge, Colorado
Chicago,IL Larry Arndt 847.472.8123
Portland, OR Jeff Madden 971-202-4101
[email protected]
[email protected]
Denver, CO William Gregor 720.259.4836
Phoenix,AZ Ron Ensley 480.339.7840
[email protected]
[email protected]
Minneapolis,MN Mike Pedersen 763.287.5650
Seattle, WA Michael Harder 425.497.6624
[email protected]
[email protected]
Milwaukee,WI Jeffrey Gruhn 262.930-4033
Development Services Bob Solfelt 763-287-3427
[email protected]
[email protected]
A U.S.‐based, family‐owned business, Mortenson Construction is recognized as one of the nation’s top healthcare builders. We have constructed numerous healthcare facilities ranging from in‐ community ambulatory centers to new critical access hospitals to challenging expansions of occupied buildings. Our advanced construction technologies, customer advocacy, and dedication to quality make Mortenson an industry leader. Our services include construction management, general contracting, design‐build, EPC/BOP*, and project development. From world‐class healthcare and education facilities, to state‐of‐the‐art sports facilities and cutting‐edge mission critical and renewable energy projects, Mortenson is a global company poised to continue building what’s next www.mortenson.com
For questions regarding the content of this study please contact: Steve Pekala, Market Intelligence Director 763.287.5337 |
[email protected]
* Engineering, Procurement, and Construction (EPC)—Under an EPC contract, the contractor designs the installation, procures the necessary materials, and builds the project. Balance of Plant (BOP)—BOP construction refers to supporting components and structures not included in the primary system itself.