Dell Seton Medical Center at the University of Texas at Austin

Transcription

1 Dell Seton Medical Center at the University of Texas at Austin

2 Capital Equipment Track Medical Equipment Planning, Procurement, and Logistics A Case Study: Dell Seton Medical Center at the University of Texas at Austin Presenters: Alan Bell, Regional Director, Planning, Design and Construction, Facilities Resource Group (Ascension) Daniel Kromis, Managing Director & Senior Planner, HSG, Inc. Architectural renders courtesy of HKS, Inc.

3 OVERVIEW

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5 Who The Seton Family of Hospitals, Travis County Central Health, and The University of Texas at Austin What New state of the art teaching acute care hospital will be the anchor for the development of the medical school and research campus. Where Southern edge of the University of Texas at Austin campus. Why Fulfill a commitment to the people of Central Texas, Austin and Travis County by serving the health needs of the community, particularly the most vulnerable populations.

6 Facility Overview 195 Licensed Beds 135 Medical/Surgical 30 Universal Care 30 Intensive Care Level 1 Trauma Center 2 helipads 12 Operating Rooms 1 Hybrid Operating Room 2 Cath Labs

7 Dell $25 Million Matching Donation HSG contract First Patient Day 5/21/ Project Submission for Approval Programming Begins Construction Begins Asset Move-in 2/6/2017 Certificate of Occupancy Department of Health

8 Construction $189,000,000 A/E fees $ 12,200,000 Consultants Fees $ 3,500,000 Medical Equipment $ 53,000,000 FF&E $ 6,700,000 Information Systems $ 18,200,000 Art $ 300,000 Regulatory $ 5,900,000 Legal $ 1,000,000 Project Management $ 1,900,000 Other expenses $ 200,000 Capitalized interest $ 12,000,000 Owners Contingency $ 6,200,000 Total $310,100,000

9 Gold Certification as approved by the 2009 ed., LEED for Green Building Design and Construction Healthcare Facility. Participating in the University of Texas administered Sites Initiatives accreditation program Pursuing a 4 Star Certification from the City of Austin Green Building Program. Consultant contract with Center for Maximum Potential Building Systems, Gail Vittori

10 The Work Curve for equipment planning, procurement & logistics management

11 PLANNING PROCUREMENT LOGISTICS

12 Hurdle An obstacle in your path between the start and finish line

13 PLANNING

14 Contract for Services Scope of Work What are you doing?

15 Contract for Services Scope Matrix What are you expecting of others?

16 Does the client have a budget established? Initial projected cost assuming all new assets Reduce Scope and/or Program Defer equipment purchases Repurpose existing assets Capital vs operational monies Is Philanthropy an opportunity or an expectation?

17 $53 million medical equipment budget $88 million Initial Program $ 3 million Program Adjustments $13 million Deferred purchases $21 million Relocating assets & operational purchases

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19 Assessing asset relocation opportunities Biomedical equipment data validation & analysis Clinical observations Inventory & tagging Asset disposition process Stakeholder interaction and support

20 Avoid the COPs Capitalization of Operational Problems

21 What are some red flags that you are dealing with COPs

22 What should you do when you encounter the COPs Be careful what you say Anything you say can and will be used against you

23 PROCUREMENT

24 Procurement: Document the Process

25 Procurement Hurdles Off-Contract Requests Material vs Procurement Lead Times Purchase Order Request Forms Expired Quotes Purchase Order Changes

26 Project Administration Clinical Reviews Design Meetings Project Meetings (OAC) LEED PMT (Project Management) ELT (Exec Leadership) Enhanced Use (General IT) Equipment Specific IT Construction

27 Leadership Changes C-SUITE EMERGENCY STERILE PROCESSING ACUTE CARE OBSERVATION CATH LAB CRITICAL CARE RESPIRATORY EMU

28 LOGISTICS

29 Logistics Redelivery

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32 CONNECTIVITY

33 Connecting Equipment: Time Intensive Areas Physiological Monitoring Pharmacy Laboratory Radiology

34 Tracking IT Infrastructure

35 Tracking IT Infrastructure

36 Tracking IT Connections

37 Tracking IT Connections

38 Tracking IT Connections

39 We are outside!

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