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dc.contributor.authorZimring, Craig M.
dc.contributor.authorSadler, Blair L.
dc.contributor.authorDuBose, Jennifer Robin
dc.date.accessioned2008-11-07T18:59:30Z
dc.date.available2008-11-07T18:59:30Z
dc.date.issued2008
dc.identifier.citationSadler, B. L., DuBose, J., & Zimring, C. M. (2008). The business case for building better hospitals through evidence-based design. Health Environments Research & Design, 1(3).en
dc.identifier.issn1937-5867
dc.identifier.urihttp://hdl.handle.net/1853/25462
dc.description.abstractPurpose: After establishing the connection between building well-designed evidence-based facilities and improved safety and quality for patients, families, and staff, this article presents the compelling business case for doing so. It demonstrates why ongoing operating savings and initial capital costs must be analyzed and describes specific steps to ensure that design innovations are implemented effectively. Background: Hospital leaders and boards are now beginning to face a new reality: They can no longer tolerate preventable hospital-acquired conditions such as infections, falls, and injuries to staff or unnecessary intra-hospital patient transfers that can increase errors. Nor can they subject patients and families to noisy, confusing environments that increase anxiety and stress. They must effectively deploy all reasonable quality improvement techniques available. To be optimally effective, a variety of tactics must be combined and implemented in an integrated way. Hospital leadership must understand the clear connection between building well-designed healing environments and improved healthcare safety and quality for patients, families, and staff, as well as the compelling business case for doing so. Emerging pay-for-performance (P4P) methodologies that reward hospitals for quality and refuse to pay hospitals for the harm they cause (e.g., infections and falls) further strengthen this business case. Recommendations: When planning to build a new hospital or to renovate an existing facility, healthcare leaders should address a key question: Will the proposed project incorporate all relevant and proven evidence-based design innovations to optimize patient safety, quality, and satisfaction as well as workforce safety, satisfaction, productivity, and energy efficiency? When conducting a business case analysis for a new project, hospital leaders should consider ongoing operating savings and the market share impact of evidence-based design interventions as well as initial capital costs. They should consider taking the 10 steps recommended to ensure an optimal, cost-effective hospital environment. A return-on-investment (ROI) framework is put forward for the use of individual organizations.en
dc.language.isoen_USen
dc.publisherGeorgia Institute of Technologyen
dc.subjectEvidence-based designen
dc.subjectCost savingsen
dc.subjectHospital facility environmenten
dc.subjectBusiness caseen
dc.subjectTrustee and leadership involvementen
dc.subjectImplementation stepsen
dc.titleThe Business Case for Building Better Hospitals Through Evidence-Based Designen
dc.typeArticleen
dc.contributor.corporatenameGeorgia Institute of Technology. College of Architecture
dc.publisher.originalVendome Group LLC


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