CO-PRESENTER
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Merlin has more than 45 years of experience in providing programming, planning and design services on a wide range of health sciences facilities projects, ranging from major new construction to complex renovation, aggregating nearly a billion dollars in value. In 2009, he became a senior advisor with HFPP, joining colleagues Robert Levine and Georgeann Burns.
Prior to establishing his consulting practice, he provided leadership and direction in the growth of prominent national architectural practices. In the mid 1970s, he created, and served as the president of the architectural subsidiary of one of the nation’s largest advanced technology firms, Science Applications International Corporation, and developed innovative programming and design concepts for the application for new technologies to healthcare and other technologically advanced facilities. He then became the founding principal and managing director of the midwest office of Stone Marracini Patterson, and helped grow the office to one of the largest architectural practices in Missouri. In 1993, he joined Cannon Design where he served as senior vice president/ principal, director, and co-leader of their international health sciences practice.
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Mr. Levine has almost 50 years of construction industry experience and is recently retired from Turner Construction Co.
As Senior Vice President of Turner Construction Co.’s Healthcare Group, Mr. Levine was responsible for effective management and development of healthcare projects throughout the United States. In that position, Mr. Levine provided extensive and focused understanding of the industry and healthcare trends. He has been involved in completing nearly $3 billion worth of healthcare projects nationally.
Mr. Levine has written extensively on the subject of Healthcare Capital Development, and his articles have been featured in Medical Construction and Design, Healthcare Design, and Commercial Building magazines.
Mr. Levine is a frequent speaker at local and national conferences, and in 2007, was the first recipient of the Center for Health Design’s Russ Coile Lifetime Achievement Award, which recognizes individuals who have dedicated their careers to the advancement of the healthcare design field.
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James Bicak,
AIA, Director, Sinai Tomorrow,
Mount Sinai Hospital
With more than 30 years experience in planning, design and construction, Jim Bicak has devoted the past 20 years on healthcare environments. He began his career at private practice architectural firms involved in educational facilities, large scale housing developments and ambulatory healthcare facilities. He then accepted a position at Harborview Medical Center in Seattle with the in-house project management team to plan a major addition and renovation for the hospital.
After completing design for that project, he joined the project management team at Northwestern Memorial Hospital in Chicago to guide the design and construction of the Feinberg and Galter Pavilions, opened in 1999. He stayed with the organization as vice president of facilities to lead the hospital’s efforts in planning, design and construction of the new Prentice Women’s Hospital, which opened in the fall of 2007. Jim also had responsibilities for management of the real estate services and facilities management operating divisions.
Following his tenure with Northwestern Memorial Hospital, he joined Mount Sinai Hospital in early 2010 as the director of Sinai Tomorrow. His principle responsibility is to guide the planning, design and construction of new facilities and renovations to improve the ambulatory and inpatient care environments and help renew the organization’s commitment to the community.
Jim received his undergraduate degree in architecture from the University of Nebraska and his Master of Architecture from the University of Washington. He is a registered architect in Washington and Illinois.
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Arlan Dohrmann is a Managing Director of Stern Brothers & Co., a privately held investment banking firm and is located in their Chicago office. Arlan started his healthcare investment banking career in 1983 with the former AG Edwards & Company and subsequently served as head of healthcare or senior healthcare investment banker for regional and national investment firms. During his career he has been involved with more than $8 billion in bond and debt capital financing for hospitals, health systems, and other organizations in more than 25 states. He is a frequent speaker and commentator on healthcare debt capital and finance issues. Mr. Dohrmann is a graduate of the University of Missouri, Columbia. Arlan is a Municipal Principal and Registered Representative of Stern Brothers and also a member of the Healthcare Financial Management Association.
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Description
One of the outcomes of health care reform will be the addition of 32 million insured patients to the U.S. health care system by 2019. This expected expansion in the patient population raises a number of issues regarding planning for increased patient capacity, including identifying space and equipment requirements, determining where and how care will be delivered (hospitals, ambulatory care facilities, retail-based clinics, or other locations), deciding between renovation and new construction, and incorporating critical success factors for obtaining financing. This session will enable you to-
• Discuss the impact an additional 32 million uninsured will have on existing health care facilities, based on current research and data analysis, in terms of the design and function of the current health care physical environment.
• Describe three methods, based on the research presented, that can be used to plan for increased patient capacity in terms of space and equipment to meet program needs, the choice of new construction vs. renovation, and successful financing techniques.
• List various evaluation techniques, based on a review of material presented, that can be used to assess the impact of various options for increasing patient capacity on patient care in terms of efficiencies, effectiveness, and patient satisfaction.
• Describe methods project teams can use, based on best practices presented, to demonstrate the impact of design strategies on efficiencies in patient care as well as patient satisfaction.
LEARNER OUTCOMES:
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define successful project criteria including access to capital
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explore alternative models for design professionals to secure projects in this new environment
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identify forces affecting current and future utilization
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understand the impact of reform -- including reimbursement changes effects on capital development