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Collaboration and ‘best value’ project delivery

11 October 2011

MAPPA 2011 Annual Meeting, Cincinnati, OH

Steve Erwin, AIA, Shepley Bulfinch
Bob Sheeran, Xavier University
Steve Eder, Messer Construction

Building value with consensus

2 August 2013

APPA Annual Conference, Minneapolis, MN

Angela Watson, Shepley Bulfinch
Lowell Bromander, Hamline University
Bake Baker, McGough

The Pebble Project ten years on: what next for healthcare design?

Wednesday, 1 December 2010

What does it mean to have worked on one of the first Pebble Project hospitals – before there was a Pebble Project?  It’s a funny dynamic of simultaneously looking forward and back. How can we use innovative design to enhance the quality and cost-effectiveness of healthcare delivery today, in an era of lean operations and healthcare reform? How can research conducted on those innovative projects more than a decade ago inform design today?

When Shepley worked with Bronson Methodist Hospital on its replacement hospital in the mid-1990s, there really wasn’t ...[more]

Better teams, better outcomes?

Wednesday, 18 November 2009

Building projects are becoming increasingly complex and fast paced and funding is becoming more and more limited. In this climate collaboration among project teams is being increasingly expected. Integrated Project Delivery is one example of attempting true collaboration among team members such as engineers, contractors and architects. While this term describes a specific project organization, it could also be viewed as a general description of an improved collaborative process. However, collaboration does not always come naturally. Builders, engineers, architects and owners are trained very differently and with diverging priorities. Our training occurs within a vacuum of our own discipline and insulates us from other disciplines.

How can we change this? In ...[more]

Deriving value from closeout to improve future projects

16 March 2015

ASHE PDC Summit, San Antonio, TX

Gerard Georges, Shepley Bullfinch
Nick Masci, Haley & Aldrich
Franklin Allen, Press Ganey Associates

Want to be strategic about healthcare delivery? Start with a facility master plan

Wednesday, 14 July 2010

You know you need to update your healthcare facility. You’re not operating as efficiently as you could. You know what’s not working, but in this climate of “doing more with less” how do you take steps that are strategic and sound? If there is one thing that’s constant in health care delivery, it’s change: if you’re going to successfully balance current needs with the demands of an unknown future, you should start with careful facility planning.

Step 1: Know what you have
This means developing a detailed inventory of buildings, including square footages. It’s surprising how many ...[more]

Transforming medical education and healthcare delivery for Africa

Monday, 5 October 2015

View of campus - detailIn the tranquil, majestic landscape of rural northern Rwanda, an ambitious vision is beginning to take shape that promises to transform medical education, research, and treatment in resource-poor settings.

Design is now underway for the first phase of the University of Global Health Equity (UGHE) campus in Butaro, giving form to the vision that Paul Farmer and Partners In Health have advanced for three decades. Building on that experience and leveraging the unique expertise of Rwanda’s health sector, UGHE will train the next generation of global health leaders from ...[more]

National honors for Dartmouth-Hitchcock design

Thursday, 20 March 2014

ACHA project Legacy AwardThe American College of Healthcare Architects (ACHA) has named Dartmouth-Hitchcock Medical Center one of two recipients of ACHA’s inaugural Legacy Project Awards. The awards were presented in Orlando on March 18 at the American Society of Healthcare Engineers (ASHE) Planning, Design, and Construction Summit.

Dartmouth-Hitchcock represents a paradigm shift in hospital design, incorporating and foretelling some of the most significant healthcare delivery and design issues of the past 25 years. This includes

- A patient- and family-centered campus
- A focus on managing first cost and ongoing operational costs with a series of connected, yet discrete buildings
...[more]