Idea Exchanges

Below is information on the 2020 Idea Exchanges. 

8:00 am – 9:30 am |  Augusta AB

Capital Equipment: Buy Together, Save Together

Organizations regularly buy the same equipment at the same—they just don’t know it. In this interactive session, provider attendees will receive each receive a capital equipment budget and a “100 ACE Dollars." Each provider will first prioritize their capital equipment needs and then, as a group, find commonality. The goal is for each provider to find others in the room who need the same equipment. Supplier participants will have the opportunity to listen in and bid for the aggregate opportunities. Providers have a goal of maximizing their "ACE Dollars, while suppliers have the goal of striking the most deals. Winners will receive door prizes.

Learning Objectives:

1. Analyze and prioritize your organization's capital equipment needs.
2. Evaluate your organization's budget.
3. Demonstrate how open communication can assist in capital equipment procurement.
4. Explain how aggregation of equipment needs can streamline procurement.

8:00 am – 9:30 am | Augusta CD

Best Collaboration Practices

Teamwork and collaboration are often used synonymously, but collaboration is an intricate concept with many facets. In healthcare, both are critical as no single discipline or specialty can completely meet a patient's needs. In this idea exchange, attendees will discuss successful and unsuccessful efforts to foster collaboration. Explore different collaboration initiatives to understand the pros and cons of each method and determine which initiatives may work for your facility.

Learning Objectives:

1. Explain how another organization's methods for collaboration can be applied at your facility.
2. List the keys to effective communication for successful collaboration.
3. Describe the best practice that will yield the most positive results.
4. Outline how you can rapidly advance the development of solutions.

8:00 am – 9:30 am |  Augusta EF

Designing for the Patient Experience

Some hospitals have long been associated with deluxe accommodations, but today even smaller facilities offer general amenities more often associated with hotels. Today’s tech-savvy patients want a high-touch and high-tech experience. They are looking for a healing environment, concierge services and same day appointments as well as guidance and customer service through social media channels. Although a hospital can improve its bottom line by focusing on hospitality, the quality care and good patient outcomes are still of utmost importance. In this idea exchange, discuss how to design hospitals and facilities to meet patients’ current and future expectations.

Learning Objectives:

1. Explain how to balance the costs to focus on hospitality and high-quality care with good patient outcomes.
2. Identify the factors impacting how to design for the patient experience.
3. Describe how your organization can better collaborate with professionals involved in healthcare design and construction to assure standardization recommendations meet patient and business needs.
4. List the ways design and construction practices are changing to meet the needs of population health management and patient experience.

8:00 am – 9:30 am |  Augusta GH

How Technology Impacts Design

As Bob Dylan wrote in 1964, ‘The Times Are a-Changin’ and this is certainly true with healthcare facility design and construction. Patient expectations, new and often confusing regulations, and anticipating clinical needs are among many factors that continue to impact facility design. Technology is enabling better design processes and offering clinicians significant advancements in patient care. In this idea exchange, attendees will explore areas where technology is impacting the design, construction, and maintenance of hospitals and care facilities.

Learning Objectives:

1. Identify and discuss areas of design, construction, and maintenance impacted by technology.
2. Evaluate if today's facilities should be designed with an overarching vision for the implementation of future technologies.
3. Discuss how facility design correlates with improved patient care.
4. List additional factors that continue to impact facility design.

9:45 am – 11:00 am |  Augusta AB

Capital Equipment Replacement Strategies

With increasing demands on healthcare delivery and scrutiny on capital expenditures, an effective replacement strategy for capital equipment has become critical for all facilities. For healthcare leaders, the process to prioritize capital equipment purchases and replacements can be challenging to execute. Join a cross industry discussion about effective equipment replacement strategies. Share what capital equipment strategies are working in your facility and learn how you can apply the most effective strategy to determine the best capital equipment plan for your facility.

Learning Objectives:

1. Describe the factors impacting equipment replacement planning.
2. Explain how prioritizing capital equipment purchasing decisions can impact a hospital's economic condition.
3. Outline processes for objectively prioritizing competing requests for capital equipment replacements.
4. Identify examples of how objective inputs and data can be used to share equipment replacement strategies.

9:45 am – 11:00 am |  Augusta CD

Consolidation of Health Systems

As massive mergers and acquisitions continue to disrupt the healthcare industry, maintaining relationships and communication during and after mergers is increasingly difficult. The consolidation of health systems impacts everyone from providers and suppliers to specifier firms. During this idea exchanges, attendees will explore how mergers affect healthcare facilities, capital spending, internal process, and building new teams. Attendees will also have the opportunity to learn how to manage change before, during and after a merger.

Learning Objectives:

1. Identify the pros and cons of hospital consolidation.
2. Discuss the impact consolidation can have on the multiple facets of the hospital environment.
3. Analyze the influence consolidation can have on costs, prices, quality, and patient care.
4. Evaluate what the future of healthcare looks like as hospital consolidation continues to rise.

9:45 am – 11:00 am |  Augusta EF

LEED Hospital Certification Perspectives

A LEED certification can be very beneficial for hospitals. However, healthcare leaders have many questions surrounding the LEED certification, including

  • Is there a premium you pay for LEED certifying your facilities?
  • What are the benefits of LEED certification?
  • What are the influence factors that impact LEED certification?
  • How does LEED positively impact the patient experience?
  • What have been your experiences in LEED certification?

These questions and more will be explored in this Idea Exchange focusing on green building leadership.

Learning Objectives:

1. Identify key influence factors that impact LEED certification.
2. Evaluate ways in which LEED certification enhances patient experience.
3. Discuss your organizations experiences with LEED certification.
4. List and discuss the benefits of LEED certification.

9:45 am – 11:00 am |  Augusta GH

Capital Project Planning Today

Once routine capital expenditures are now receiving more scrutiny for senior leadership. Prioritizing projects, budgeting limited resources, and planning for unexpected expenses all add to the challenge of planning capital projects. With fluctuating funds and changing expectations, capital planning for the next 5 or 10 years is no easy feat. Join with your peers to better understand how capital projects planning is changing with value-based purchasing reimbursement initiatives, physician-hospital alignment, and mergers and acquisition.

Learning Objectives:

1. Identify the current changes to capital projects planning.
2. Describe the ways a hospital with limited resources can do more with less and incorporate flexibility in capital projects.
3. Analyze the shift towards accountable care and its impact on capital expenditures.
4. Discuss mergers and acquisitions and how they impact capital project planning.