In January, during Building Innovation 2016: The National Institute of Building Sciences Annual Conference and Expo, the Institute’s Academy for Healthcare Infrastructure (AHI) released five white papers addressing some of the most important issues affecting the infrastructure of the nation’s healthcare facilities.
In early 2015, five AHI Interdisciplinary Research Teams set out to identify current best practices; envision the future of the healthcare infrastructure industry; and engage appropriate industry leaders to develop new approaches for solving critical problems. Each of the teams consisted of leaders from the healthcare facilities industry and related subject matter experts, as well as an academician to facilitate the process who would be responsible for compiling the data and developing a white paper for publication.
The Academy’s research methods were formulated to utilize the power of interdisciplinary collaboration to actively break traditional professional boundaries. Each of these small, focused teams of industry experts committed to envision materially improved approaches to a specific critical industry issue. The structure was designed to result in breakthroughs in the creation, management and repurposing of healthcare infrastructure.
On Monday, January 11, during the AHI 2016 Forum, the teams presented their findings and conclusions to an audience of construction and healthcare industry professionals.
Team 1: Owner Organization for Successful Project Outcomes
Facilitated by Kirk Hamilton, FAIA, of Texas A&M University and underwritten by Gilbane, Team 1 sought to shed light on the strategies adopted by successful owners and identifies 12 themes that consistently arose from interviews with industry experts.
Team 2: Developing a Flexible Healthcare Infrastructure
Facilitated by David Allison, FAIA of Clemson University and underwritten by Southland Industries, Team 2 first defined what flexibility means in relation to healthcare infrastructure, and then addressed why flexibility and the ability to accommodate changing needs are important by identifying the forces of change in healthcare.
Team 3: Project Acceleration / Speed to Market Strategies
Facilitated by Rebekah Gladson, FAIA, of rggroup global and underwritten by Balfour Beatty, Team 3 initiated a conversation on how to improve overall healthcare business success by considering project planning, project delivery, risk management and innovation as an integral part of the industry’s ability to accelerate project development economically.
Team 4: Defining the Next Generation’s Focus
Facilitated by Mardelle Shepley, FAIA, of Cornell University and underwritten by Clark Construction, Team 4 shed light on the potential directions of the field in the context of the next generation and provided some guidance to serve as a potential roadmap.
Team 5: Reducing Capital Costs
Facilitated by Dennis Bausman, PhD, of Cornell University and underwritten by Jacobs Project Management, Team 5 looked at the nation’s healthcare spending in relation to the rest of the world. Within the U.S. healthcare industry, an evolving reimbursement structure, changing technology, funding restrictions, increasing competition and rising customer expectations combine to make improving services while lowering costs—an especially daunting task for healthcare providers.
Learn more about the Academy for Healthcare Infrastructure.
About the National Institute of Building Sciences
The National Institute of Building Sciences, authorized by public law 93-383 in 1974, is a nonprofit, nongovernmental organization that brings together representatives of government, the professions, industry, labor and consumer interests to identify and resolve building process and facility performance problems. The Institute serves as an authoritative source of advice for both the private and public sectors with respect to the use of building science and technology.
