Integrated
Centers
Proximity and integration are important to collaborative culture that integrates different professions and disciplines and accommodates all workplace styles and models within an Academic Health Center. Critical analysis of spatial requirements for all stakeholders leads to the highest integration of the academic community.
Academic Workstyles
Workplace, Facilities and Centers
Academic Workplace Models
Workplace Real Estate Reduction
Academic Workstyles
Academic workstyles and the spaces that support them are not one size fits all. Neither are they the space assignments based on entitlement by position, the historical model of academic workspace.
Academic workplace is a balance between collaborative and heads-down work. An academic workplace that is activity based provides a series of settings that allow the balance for each individual to be supported yet also dynamic, responding to changes in need and balance.
Academic Workplace Models
Integrated Strategy
Innovation HUBs/CTSA
In the post-COVID-19 environment, that balance may include support for working or learning from home by the provision of co-working space in clinical, research and educational facilities.
We gather data and apply the observable characteristics of the work — for example, meeting with students, handling patient data, heads down activities versus team-based activities — to define appropriate workplace and support needs.
Co-locating and integrating discipline-based clinical, research and educational space such as in a cancer center or neurosciences institute can catalyze translational collaboration. Bringing together clinicians and scientists in clinical care, clinical research, translational research and even basic research can accelerate that research into patient outcomes. There are many models and levels of integration that should
be examined.
Integration Strategy
Investing in a higher level of facility integration can jump start the physical, operational and cultural changes that give patients and staff a message that care is supported by research resulting in overall organizational improvement. The data below expresses the first-year success of the Fred & Pamela Buffett Cancer Center in Omaha, Nebraska.
Under One Roof
Co-location drives an atmosphere where minds collide with ideas, bringing together often scattered but related disciplines to solve common problems. This coalescing of the standard-of-care with clinical research and experimental therapeutics trials makes it easier for physician investigators to conduct both clinical practice and research in addition to making it easier for patients to become research subjects and resulting in higher accrual into protocols.
Innovation Hubs
Support
Organizational
Performance
Reduce
Redundancies
Improved Financial
Performance
Collaborative
Culture
Integration of Technology
Reduced
Costs
Operational
Efficiency
Locate for workforce proximity and advantageous recruitment.
Mitigate health center traffic, parking for patients and staff.
Free-up square footage in expensive clinical real estate.
Implement shared services approach for efficiencies and consistency. Leverage synergies between administrative groups.
Target groups that are not site dependent (e.g., IT, Finance, Revenue), with low mobility requirements, desk-bound with some face-to-face interaction.
Considerations for consolidations:
Achieve Business Goals
Support Optimal Work Processes
Increased Sharing
Approaches
Consolidate Amenities,
Support
Maximize Return on Investment
Reduce Energy Consumption
Encourage Transparency
Building Trusted Networks
Learning
Knowledge Sharing
Technology Sustainability
Effective Technology
Balance Costs Goals
& Priorities
Right Size Footprint
Adjacencies
Agile Workplaces
Maximize Utilization
Realignment Goals and Optimal Solutions:
Analysis of the post-COVID-19 environment is accelerating the consolidation of support services staff for better efficiency and performance. For academic health centers, this provides opportunity to reimagine on-campus space use and provide a better environment for patients, students and staff who are required to come to the campus due to the nature of the interactions, learning or work efforts.
Workplace Real Estate Realignment
Percentages of work time in activities by workstyle
An inclusive nonproprietary space that draws people in from across the university community and fosters creative collisions.
Magnets
Med Components
Community Inclusion
Multiple, Dispersed Locations
Consolidation
Integrated Centers
Workplace, Facilities and Centers
Get in touch
Innovation HUBs / CTSA
Integrated Strategy
Workplace Real Estate Reduction
Academic Workplace Models
Proximity and integration are important to creating a culture of collaboration that integrates different professions and disciplines and accommodates all workplace styles and models that occur within an academic health center. Critical analysis of spatial requirements for all stakeholders leads to the highest integration of the academic community.
Education and Academics
Research
Healthcare
Integrated Centers
Workplace, Facilities, and Centers
Current State and Future State
Integrated Living Master Plans
Reshaping the Campus
Smart Start
Integrated Living Master Planning
Infrastructure and Energy
Economics, Real Estate, Phasing
Sustainability and Resiliency
Precincts and Development Zones
Community Development
Education and Workplace
AHC Database
Research Strategy Analytics
Health Strategy and Analytics
Strategy and Analytics
Education and Academics
Research
Healthcare
Integrated Centers
Workplace, Facilities, and Centers
Infrastructure and Energy
Economics, Real Estate, Phasing
Reshaping the Campus
Smart Start
Integrated Living Master Planning
Current State and Future State
Integrated Living Master Plans
Sustainability and Resiliency
Precincts and Development Zones
Community Development
Education and Workplace
AHC Database
Research Strategy and Analytics
Health Strategy and Analytics
Strategy and Analytics
Get in touch