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The Business Case for Better Buildings Proven Design 更好的建筑设计和业务的情况下设计和放大器
DESIGNING HOSPITALS FOR SAFE AND ECONOMICAL PRACTICEThe Quality ColloquiumHarvard UniversityAugust 21, 2007 Blair L. Sadler, J.D. Former President CEO Rady Children’s Hospital, San Diego, California Senior Fellow, Inst. For Healthcare Improvement Vice Chair, Center for Health Design Today’s Learning Objectives Learn about published articles on evidence-based design that correlate with improved clinical outcomes, patient satisfaction and staff recruitment and retention. Understand the compelling business case (capital costs vs. operating savings and increased revenue) for building optimal hospitals. Understand a continuum of changes that you can make to improve care Institute of Medicine - 1999 “…Serious and widespread quality problems exist throughout American Medicine. These problems…occur in small and large communities alike, in all parts of the country, and with approximately equal frequency in managed care and fee-for-service systems of care. Very large numbers of Americans are harmed as a result…” Facts The patient safety problem is large. It (usually) isn’t the fault of healthcare workers. Most patient injuries are due to system failures. Risks Medical errors: Harm more than 1.5M year in U.S. Institute of Medicine, 2006 Hospital-acquired infections: 2M a year in U.S.; 92,000 die Modern Healthcare, 2006 Nursing turnover: 20% per year JCAHO, 2002 Healthcare Workers 75% feel the quality of nursing care at their organization has declined in the past two years. 50% feel exhausted discouraged when they leave work. 40% feel powerless to effect change necessary for safe, quality patient care. Components of Quality Components of Quality Making a Key Connection Most healthcare environments are more stressful riskier for patients, family members, staff than they should be. They actually make these problems worse! Conversely, improved design can measurably improve care and the work environment Levels of Transformational Change Big Issu
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