Making A Title Slide

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Welcome and Introduction New Prentice Womens
Hospital
Presented To Scottsdale Institute Fall 2008
Conference September 24-25, 2008 Jean Przybylek,
RN, MS Vice President Hospital Operations,
Womens Health Prentice Womens
Hospital Timothy R. Zoph VP, Information
Services CIO
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Overview of the Day

• Welcome and Introductions (830 930)
• New Facility Tours (930 1130)
• - L D Triage Communication and
  Documentation
• - L D Safe and Effective Care
• - Neonatal ICU Coordinated Care
• - Womens Care Unit Effective and Efficient
  Car
• Tour Recap and Q / A (1130 1200)

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Prentice Womens Hospital - Womens Health
Lessons For All Stages of Life

• The New Prentice Womens Hospital Design
• Alberto Culver Health Learning Center, Patient
  Education and Conference Center
• Amenities, Art and the Role for Retail

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Prentice Womens HospitalOver a Century of
Providing Maternity Services to the Chicago
Community 1895
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Current Prentice Womens Hospital
A New Facility was Required to Support Our
Womens Health Vision and Programs

• The Current Prentice Womens Hospital
• Was an Aging Facility
• Built in 1975
• Major Renovation in 1988
• No Expansion Capability
• Significant Infrastructure Deficiencies
• Poor Image and Access
• Did Not Accommodate Future Growth

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Existing Facility - Prentice Womens
HospitalPrior to Relocation

• FY 2007 Statistics (Aug 31, 2006 Sept 1, 2007)
• 10,538 Deliveries
• 10,775 Live Births
• 2992 C-Sections (28.5)
• 255 Sets of Multiples (7 Triplets and 248 Twins)
• Obstetric Beds 105
• 3 LD ORs and associated RR
• Med/Surg Gyne Beds 23 and 4 OBS
• NICU 67 beds
• 6 Operating Rooms and associated RR

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Northwestern Memorial Plans Strategically Around
Three Goals

• To Provide the Best Patient Experience from the
  Patients Perspective.
• To Recruit, Develop and Retain the Best People
  who Share the Organizations Values and Achieve
  Results.
• To Develop the Resources to Achieve our Mission
  and Vision Through Exceptional Financial
  Performance.

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Strategic Planning Process
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Building the Foundation for Design
Internal Assessment - Redevelopment Project

• High Tech
• Core diagnostic and treatment services at
  building center
• Location enhances access for inpatients and
  outpatients
• Provide flexibility for evolving technologies
• High Touch
• Hospitable and tranquil environment
• Finely tuned lighting and Warm wood finishes
• Therapeutic artwork enhances healing atmosphere
• Focus on the comfort of the patient
• Family waiting space offers comfort and
  relaxation

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Building the Foundation for Design
Site Visits

• Lessons Learned
• Recognize opportunity to create a facility that
  reflects the female gender
• Prioritize a private environment for the patient
  and the family
• Optimize connection with nature - water, light,
  plants
• Pursue technology opportunities to support
  patient care, enhance patient / staff
  communication, increase access to information
• Include staff / physicians / patients in the
  planning

• Hospitals and Health Systems
• Baptist Memorial Hospital for Women, Memphis, TN
• The Northside Hospital Womens Center, Atlanta,
  GA
• Alta Bates Medical Center, Oakland, CA
• Utah Valley Regional Medical Center, Provo, UH
• Scripps Memorial Center, La Jolla, CA
• Womans Hospital, Baton Rouge, LA
• Cleveland Clinic, Naples, FL

• Hospitality
• Mandarin Oriental Hotel, Miami, FL
• Ritz Carlton Hotel, SB
• Delano Hotel, Miami, FL

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Basic Guiding Principles
Interaction

• The Building Effectiveness...
• will be a complete integration of activities and
  services that assures a seamless patient
  experience.
• will display a full spectrum of services and
  will be the access point to all womens health at
  NMH.
• will support the highest quality of care
  provided in a balanced, efficient and cost
  effective manner.

Culmination

• The Total Project...
• will transcend womens expectations of what they
  believe a hospital to be.
• will be a healthy project responsible,
  purposeful and judicious in its use of resources.
• will embody an inherent sense of joy and beauty
  making it a memorable place.

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Womens Health Strategic Plan
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New Prentice Womens Hospital
The New Womens Hospital Will Be a National
Leader in Providing Comprehensive Healthcare
Throughout all Stages of a Womans Life.
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Strategic Planning Identified Opportunity to
Expand Womens Health Services and Programs

• Women of Different Ages Have Disparate Health
  Needs and Interests
• Status of Womens Health Highlights Need for
  Prevention and Wellness Services
• Women are the Primary Health Care Decision Makers
• Female Consumers are Defining Their Health Care
  Expectations - Comprehensive Womens Health
• Traditional and Non-Traditional Providers are
  Designing Services and Programs that Target Women

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Consistent Industry Themes Identified

• Clinical excellence
• Nationally recognized, Top 10 AHA, Consumer
  Choice
• Physician leadership
• Established Clinical Chair, Administrative Team
• Applied clinical research
• New Research Facilities, NIH funding, Fellowship
  Programs
• Interdisciplinary programs
• Comprehensive continuum of womens services
• Recognition as a center of excellence
• Dominant Market Position
• Convenient and accessible care
• 7 County Area

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The New Womens Hospital will Embrace the Vision
for Womens Health

• Sophisticated Patient Care Environment
• Innovative Womens Health Center
• Family Centered Environment
• Education, Research, and Administrative Services
• Functional Support Services

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New Prentice Womens HospitalInputs to the
Design and Program Implementation
User Groups NMH Staff Physicians
Community Advisory Committee
Board Advisory Committees
Site Visits
Consumer Focus Groups
Consumer Feedback -Mock Ups-
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Realizing the Vision
Design Approach
State of the Art Timeless Healthy
FUNCTION

• Design Grows out of Function Activities related
  to women

Sophisticated Comforting Warm Soft
GENDER
SITE
Refreshing Inviting

• Unique Character PWH identity unique population

• Outside-In design influences Importance of this
  distinctive site

Classic ElegantFeminine Welcoming
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New Prentice Womens Hospital Mobilizing the
resources of more than 5,000 hospital staff,
architects, engineers, construction workers and
others
Strategic Plan - Womens Health -
Functional Space Program

• Schematic Design
• CON Design
• Wesley Demolition

• Design Development
• CON Construction
• City Zoning

• Construction
• Testing Systems
• Regulatory Review

• Transition Planning
• Building Activation
• Patient Move

2001
2002
2003
2004
2005
2006
2007
2000
1999
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Move Sequence Total Duration Simulation 7
Hours, 2 minutes Safely Completed 5 Hours, 1
minute
730A
830A
1013A
1043A
1110A
120P
140P
900A
1432P
1120A
135P
Close Current LDOU 1200AM (All patients admit to
LD)
Neonatal Intensive Care Unit
Open New LD (Point of entry all OB pts. during
the move)
Close Current LD
Transfer early labor patients from current LD
to new PWH LD
Deliver and recover remaining patients at
current PWH
Post Partum Admissions 9 New Prentice (Admitting
Unit for deliveries occurring in current/new LD
during the move)
Antepartum est. 9-10 pts.
NICU PP Mothers
Hematology/Oncology Units
Womens Care Unit
Post Partum Units
Open New LDOU (Be prepared to activate in
response to LD volume)
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New Prentice Womens HospitalRelocated October
20, 2007
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New Prentice Womens Hospital

• Obstetric Beds 134
• Obstetrical Triage 12 Bays
• 4 LD OR, RR 8 Bay PARR
• Med/Surg Gyne Beds 36
• Med/Surg Onc Beds 72
• Level III NICU 86 Licensed beds
• Two Full Diagnostic Floors
• Lynn Sage Mammography including Breast MRI
• 10 Operating Rooms and associated Prep Holding/RR

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Reception
24/7 Immediate triage for obstetrical patients
from street access
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Room View - Obstetrical Triage
Immediate deliverycapability
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OB Triage Room
Patient comfort and privacy
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LDR
High-tech, high-touch and room zoning for all
members of the are team
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Chalkboard Command Center withinLabor and
Delivery
Leveraging technology to improve outcomes
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Post-Partum
Comforting spacefor patients and families
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Patient Bathroom
Hospitality orientation
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Well-Baby Nursery
Family-centered care andsecure environment
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Semi-Private Patient Unit 6 and 12 Bed Pod
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NICU
Meeting unique patient birthingexperiences /
family needs
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Nurse Charting and Distribution Area
Immediate availability of resources
inself-containedenvironment
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NICU Family SuiteHome-like environment for
special circumstances
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Patient Controlled Integrative Information
CenterBringing services to the bedside
education, entertainment, interactive TV and
the Internet
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Family Waiting Room Diversionary / respite
space for families
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Leveraging Technology Ascom / Vocera Staff to
Staff Unbrokered communication
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Lynn Sage Breast Center High volume yet
personalized care
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OR State of the Art Gender specific surgical
care
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Prep / Holding / Recovery Privacy and
visibility Ambulatory Surgery Approach
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Womens Care Unit Information and
conversation about mid life womens health
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Discharge Lounge
Private and protectedpatient exiting
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Model for Womens Health
Screening, Prevention, and Health Maintenance
Programs Targeted to Women
Treatments in Other Programs

• Bone health screening

Womens Unique Needs in High Frequency Conditions
or Biologically Different Conditions

• Cancer screening/ prevent.

Oncology

• Weight manag. /
• obesity

• Metabolic synd / Non-reprod.
  Endocrine

Cardiovascular

• Cardiovascular health

• Smoking cessation

• Cardio.
• screening

Reproductive Health
Neuro-sciences

• High risk OB/ Ultrasound
• Gyne oncology
• Neonatology
• Urogynecology
• Reprod. Genet. / Oncologic Genetics
• REI

• Fertility preservation
• Family planning
• Fetal surgery
• General GYN
• General OB
• Mental health (for reprod. conditions)

Referrals to Other Programs

• Breast
• health

• Autoimmune diseases

Orthopaedics
Transplant

• Mental health

• Plastic and cosmetic surg./ dermatology

• Wellness

Medicine

• Headaches, seizures

• Integrative Medicine

Etc.

• Menopause

• Gender-based support groups

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The New Prentice Features

• Consistent with the Strategic Plan for Womens
  Health
• Seamless integration of care and services for
  women
• Private rooms with patient and visitor-friendly
  features
• Largest comprehensive breast center in the region
• Future capacity for 13,600 births per year
• One of the nations largest Neonatal Intensive
  Care units
• Supports the Academic Mission

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The New Prentice Features

• Consistent with the Strategic Plan for Womens
  Health
• Healing art as a key element
• Retail amenities supporting our patients and
  visitors
• Full service conference center supporting medical
  education
• and community activities
• Alberto- Culver Health Learning Center
• Interactive Web site www.prentice.nmh.org
• State of the art technology with integrated
  medical record system

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New Prentice Womens Hospital Key Statistics

• FY 2008 Statistics (as of August 31, 2008)
• 11,739 Deliveries 11,702 Live Births
• Total Vaginal Deliveries 8126
• Induction rate 22.9
• C-Section Rate 29
• 304 Sets of Multiples
• (6 Triplets and 296 Twins)

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New Prentice Womens Hospital Designed from a
Patient Point of View

• Patient Satisfaction Results through
• August 2007 August 2008
  Change
• ROOM 73.0 88.1 15.1
• VISITORS AND FAMILY 78.8 91.8 13.0
• MEALS 76.3 86.9 10.6
• PERSONAL ISSUES 84.1 88.8 4.7
• TESTS AND TREATMENTS 85.2 88.8 3.6
• OVERALL ASSESSMENT 89.3 91.8 2.5
• NURSES 85.4 87.8 2.4
• DISCHARGE 84.8 86.5 1.7
• PHYSICIAN 90.0 90.1 0.1
• ADMISSION 86.6 85.4 - 1.2

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What were hearing from patients and families
I feel like I just spent a couple days at the
spa. The nurses were wonderful nurses.
The facilities are beautiful, I am taken by the
artwork, it's incredible.
I am wowed by this experience.
Facility is beautiful, staff in the NICU has
been really wonderful about making themselves
available to teach things, like feeding him.
The new hospital is very nice very comfortable
and accommodating for the family.
Facilities are great, everyone on staff has been
wonderful, food service is wonderful.
I really liked that I could order food so that I
could be on my own schedule.
Because this is more like a hotel, it really
helped my family.
The hospital was excellent. I wouldn't change a
thing.
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Provide Community Educational Offerings Focused
on Womens Health Continuum

• Support Womens Health Issues and Learning
  through the Alberto Culver Health Learning Center
• Support Cardiovascular Education through
  Northwestern Memorial Friend of Prentice
  Educational Series and Bluhm Cardiovascular
  Institute Women and Heart Disease Program
• Northwestern University Inaugural Launch of the
  Institute of Womens Health Research and
  Educational Series
• Dedicated Screening Space located on 5th floor
  DT space for Cardiovascular Screening.

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Alberto Culver Womens Health CenterRelaxing
and quiet self-education opportunity
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Classroom Education on lifelong womens health
issues
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Conference CenterForums for scientific,communit
y gatheringsand public information
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Womens Health - Retail as Amenity

• Guiding Principles
• Retail will complement the Womens Health Vision
• Retailers will complement each other, avoiding
  duplication within the building and across the
  campus
• NPWH will have at a minimum a gift shop,
  specialty coffee shop, ATM/convenience banking, a
  retail food shop and flower shop
• Retail will be located on the public floor and
  upper floors for medical retail (retail
  lactation, image support)

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RestaurantPromoting healthy and tasteful
dining options
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RestaurantLight and airydining space
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Gift Shop Enhancing thevisitor experience
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Florist Enhancing thevisitor experience
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NM Arts Program at Prentice Womens Hospital

• Supporting the Best Patient Experience and Best
  People
• Create a healing environment and evidenced based
• Reflect and enhance the image developed through
  design and architecture
• Address a culturally diverse population
• Accommodate needs of special patient populations
• Relieve stresses associated with a hospital
  environment
• Reflect the overall standards of excellence

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NM Arts Program NM Foundation Donor Program
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Green Roofs Exterior Gardens
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Welcome toPrentice Womens Hospital
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Overview of Technology Enabling the Vision of
Womens Health
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Objectives

• Overview of 4 stages of Technology Life Cycle
• Aligning technology innovations with New Prentice
  vision
• Use of advanced technology practices for planning
  and execution
• Seek innovative technology that is patient
  centered
• Share plans for opening of New Prentice in 1 day!

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New Prentice Womens Hospital (NPWH) Technology
Project Life Cycle
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Cycle 1 Use Technology to Realize Vision
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Using Technology to Enable New Prentice Vision
Elements

• will embody flexible, adaptable spaces and
  infrastructure to accommodate the dynamic nature
  of healthcare delivery.
• will support the highest quality of care
  provided in a balanced, efficient and cost
  effective manner.
• will be a complete integration of activities and
  patient services that assures a seamless patient
  experience.

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For the Dynamic Nature of Healthcare DeliveryWe
are Building Advanced Technology Infrastructure

• Assure highly reliable, available and resilient
  technology infrastructure.

• At each IDF (wiring closet) we
• have a controlled environment
• with
• Key card access
• Backup power
• Monitored environmentals
• Layer architecture

Complete wireless saturation with overlapping
coverage to help enable continuous capability
during an isolated outages.
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For the Highest Quality of careWe are Using
Electronic Health Information

• Provides our caregivers
• access to information
• anytime, anywhere for patient
• care decision making.

Post Partum 11th Floor
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To Assure a Seamless Patient Experience We are
Enhancing Communication Services

• Allow the next generation of communication
  technology to support
• interactions, services and coordination of all
  patient and staff activities.

TECHNOLOGY FRIENDLY
CAREGIVER SUPPORTED
Nurse Call
Pre-Programmed (VOIP) Telephone
PATIENT CENTERED
Infant Security
Patient Services
Room Service
Unit Mgt
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Cycle 2 Application of Advanced Practices for
Planning Execution
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Aligning Vision Advanced Practices

Practice 1 Technology Design for the Present
and Future
1
Align IT w/ NPWH Vision
Apply Practices Planning Execution
2

• Bridge new facilities from a base of technology
  architecture
• Standards Based
• Campus-wide communications
• Seek economies of scale

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Practice 2 Disciplined Choices of New
Technology
Aligning Vision Advanced Practices

1
Align IT w/ NPWH Vision
Apply Practices Planning Execution
2

• Demonstrate new technologies in advance
• Select high impact technologies
• Select environments that simulate user experience
• Be prepared to make hard choices dont build on
  promises!

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Practice 3 Loading and Testing of Technology
for Building Opening
Aligning Vision Advanced Practices

1
Align IT w/ NPWH Vision
Apply Practices Planning Execution
2

• Verify that the technology works and works
  together in advance of opening Technology
  Commissioning
• Think of information as life safety
• Recognize the growing inter-connectedness and
  complexity of technology
• Start early Test EVERYTHING!!

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Cycle 3 Innovative Technology that Supports a
Safe and Seamless Patient Centered Experience
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Providing a Technology Friendly Experience
Aligning Vision Advanced Practices
Innovative Technology
1
Align IT w/ NPWH Vision
Apply Practices Planning Execution
Select Advanced IT
2
3

• Adaptable to the evolution of wireless
  communications
• Encouraging patients and visitors to be connected
  throughout their visit
• Supports but does not replace the human
  interaction

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Ensuring Our Caregivers Provide Efficient and
Safe Care
Aligning Vision Advanced Practices
Innovative Technology
1
Align IT w/ NPWH Vision
Apply Practices Planning Execution
Select Advanced IT
2
3

• NICU Alarming Improved safety and responsive to
  expanded NICU
• Unit Management Patient status and throughput
  efficiency through new tracking system

Vocera
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Placing Patients at the Center of their Care

• Nurse Call Achieving direct patient to caregiver
  communications
• Patient Services Access to education,
  entertainment and to hospital services from the
  patients room

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Cycle 4 Realizing the Vision through Project
Execution
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Aligning Vision Advanced Practices
Innovative Technology Execution
Activated Saturday, October 20, 2007!!
1
Realizing the Vision
Align IT w/ NPWH Vision
4
Apply Practices Planning Execution
Select Advanced IT
2
3
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Events Leading to Activation

• Event 1
• Unit based training using the building as the
  classroom ensures validation of technology,
  workflows and knowledge of new building.
• Event 2
• Move Strategy safely activates programs and
  relocation of patients to the new building.
• Event 3
• The First 60 days focuses on the stabilization of
  overall operations.

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Take Away Messages

• Organizational alignment and commitment
• Select innovative technology that is patient and
  caregiver centered
• Apply advanced practices to ensure that
  technology works
• Focus on flawless and safe activation
• Be prepared that everything may not work as
  designed

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www.nmh.org/annualreport