Project Kick Off Meeting
Thu Sep 06 2018
Facilities Conference Room 3312
NBBJ: Teri Oelrich, Andrea Rufe, Suzanne Jaggers, Doug Grove, Melissa Alexander
Determine Schedule and Clarify Data Request
Desire key drivers for capital facilities plan effort by summer 2018, to include master plan and associated costs in their capital plan.
Their current Masterplan calls for a new 50,000 SF building with Building 4: the plan is for 2 floors of Building 4 programming and 2 floors of 'shelled' clinical space, use of which is to be determined. This new building will be built adjacent to and connected to the Building 1 on the northside. The new building, will also modify the street and drop-offs on the north side of Building 1. (Building 4 program is in addition to what is already in the Building 1, and will also displace some existing program(s) in Building 1.)
BluePacific wants the new space to be the next generation design for clinical space. An 'ideal' clinic module is the desired outcome. The space design should afford them with flexible clinical space, adaptable to easy re-assignment and growth based on clinical needs by different practices.
In regards to the Physician officing strategy, BluePacific would like guidance on moving offices to gain space in Building 1. Is repurposing of office space for clinics cost effective? Is physician hoteling offices a good idea? Most Departments think 'yes' unless it would involve their department. This can be a political issue and currently there is no obvious alternate location for these offices. Desire for faculty office close to clinic may really be the desire, in addition to more space to work in the clinics.
Current State Notes
Building 1 also needs to be refreshed. And the plan for new services and renovations should include that re-fresh.
Building 2 clinical space is currently leased. They have are no immediate plans to vacate this building, and are considering purchasing it.
BluePacific owns the surrounding land around the building, and provides significant additional parking resources on BluePacific property in addition to the spaces located under the building. The Building itself is significantly underparked
Building 1 clinics are currently under the hospital license.
Building 3 will need to decant all services due to the seismic performance of the building. The site may become a future location for Ambulatory Surgery and potentially surgical clinics.
OFF CAMPUS SITES
Off campus tours may be arranged later.
On Stage-Off Stage design concepts may be a good model to further test.
Currently they lack consistency in service growth, do not want to focus on what is wrong but work towards a model of what should be.
BluePacific should walk through ophthalmology drivers, business case metrics and decision making process with team.
How should we present new models for consideration? Client wants those models sooner rather than later. Ambulatory planning group would be good to meet with.
Get IT involved.
Seismic, IT and ADA surveys were previously completed. New requirements for Gender Neutral facilities may have been surveyed.
BluePacific will confirm if/when MEP surveys were completed.
BluePacific is requesting functional and flow facility assessments only for Building 2 and Building 1. This would include overall aesthetic appearance and environment. Building 3 would not be included in the assessments.
Assessments should be documented at a "floor" or "wing" level of detail - not room-by-room or clinic/department.
A Campus Planning workshop may be helpful to identify and track service line relocations.
Workshops cannot exceed one-day in length. Two sequential half-day workshops would also work.
BluePacific would like to improve and standardize clinic operations, however, this would be a bigger task than master planning.
Implementing a Universal Exam/Treatment Room is a #1 Planning Principle. A design workshop may be appropriate here.
A standard "pod" design would also be welcome. On/off-stage or standard design layouts should be studied.
NBBJ should show completed examples of Exam Room and Pod types, and provide associated performance metrics on the models.
BluePacifric has a preference to use virtual simulation tools over physical rapid prototyping mock-ups.
Project Approval Review
Client Team will take project forward after that.
BluePacific, meets every two months. It is possible the project would be reviewed in August.
Will need distinct projects with rough order of magnitude for CFP, capital financial plan by June and by September project has to be crisp.
The Guiding Principles are worth reviewing with the users and BluePacific would appreciate advice on wordsmithing any additional goals.
Defining research is important, clarifying roles and where people need to be. Distributed research can sometimes lead to double space.
Possible 'updates' may be required to align existing principles to this specific initiative
Centralized patient access, including a centralized off-site Call center is currently under study by BluePacific.
Suggested adding 'no over-customization' somewhere in addition to language about flexibility.
Their 'Flow Model' guiding principle has more to do with payment than operations.
Design with durable materials, materials that easy to maintain by EVS. They do not want to be a beta test site for new materials.
User Group Definition
Core Team/Leadership team not different for this project.
One topic area would be patient flow. For example, a primary care, medical care, surgery and three flow groups.
(Residents are in all clinics)
A Weekly Conference call with Core Team is good.
User Kick Off can be the monthly Ambulatory Work Group (which includes the Medical Directors and Practice Managers) meeting to introduce project and goals.
The team may use an Electronic Survey method to address the broader user audience. (Not concerned about survey fatigue with user group.)
Future State guidance
Industry overview for office standards, physician workload standards for mid-September. Data for success/benchmarking is helpful.
Rapid Scout in early September
User Group meetings throughout September
Outlining real estate options and architectural concept development by mid-September.
Draft form by mid-October.
Leadership check-in end of October.
November should be a vetted draft for meeting.