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Focus: Healthcare Facilities
June 2023
Organizations and Event
Navigating Beyond the Pandemic: Collaboration, PWC CTInnovation, Welcomes New Board CT – The Professional Women and Impact in the Healthcare AEC IndustryHartford, in Construction Connecticut Chapter
By Reaghan Schicker After enduring three tumultuous years riding the rollercoaster of the Covid-19 pandemic, it has finally been declared over. However, the healthcare and AEC industry can’t afford to take a breath just yet. Persistent challenges such as high building costs and lengthy lead times continue to plague the industry, compelling us to execute a nimble dance around projects that start and stop, constantly pivoting at each phase. Nevertheless, our driving forces remain unchanged. Healthcare growth continues to be propelled by the pursuit of better health and improved access to care, ultimately relying on a system that comprises people, processes, and equipment. As we look beyond the pandemic, what should
be our next step as a team of collaborators to deliver the best possible outcomes for our patients and staff? True collaboration begins by assembling the right players at the table. For facility managers, finding a cohesive team that not only works well together but also challenges one another to innovate and defy conventional norms is no easy task. They bear the responsibility of shepherding a project from strategy to the moment the first patient is seen. It falls upon them to ensure that the internal team feels a sense of ownership over their space while adhering to all relevant guidelines and codes. In order to accomplish this, facility managers must build a team – both internally and externally – complete with a clear responsibility matrix to hold each member accountable. The process of assembling a team that bolsters one another’s strengths can be arduous for some and effortless for others. The pandemic has taught many of us the importance of humility and grace, acknowledging that perfection is not always attainable and there is always room for improvement. One of the most daunting challenges
(PWC CT) the recently welcomed new throughout lifecycle of a its project board of directors for the 2021-2022 is striking the right balance between program year. changes operational and design Patricia Bilotto as chapter modifications. It is returns not necessary to president. is the manager of marketing implementShe an integrated design process in and development vanleaders Zelm orderbusiness to assemble a team offor AEC Engineers. She has nearly 30 years of who can rely on one another to enhance experience in marketing, communications, a project through collaborative efforts. and business development in theatAEC We have an array of technology our industry, and presently serves on the disposal that can substantially improve program, membership, awards design outcomes. From 2D and imagery and committees. 3D visualizations to mockups, back box reviews, and simulations, these tools can be effectively utilized at various stages of a project to foster positive change and minimize alterations during the design and construction phases. They should be leveraged to secure donors, enhance staff workflow, improve interoperability, prevent change orders, and avert requested Laurannpost-project Asklof, principal of Shipman alterations completion. But it & Goodwin, LLP, will serve on thedepend board doesn’t stop there. Architects must as president. has approximately on vice evidence, best She practices, and lessons 30 years of experience the area of learned to refine their indesigns. How construction law and litigation. She will often are architects or facilities given the continue to participate the chapter’s opportunity to conduct inpost-occupancy programs, mentorship, and scholarship surveys? It is almost a guarantee that committees. for at least six months after the go-live
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Photo Credit: Credit: Pro Pro Con, Con, Inc. Inc. Marketing Marketing Dept Dept Photo
Alpha Flying Flying –– Pease Pease Air Air Force Force Base Base Alpha
date, the facilities team receives feedback regarding the new space, both positive and negative. Sharing this feedback with the original design team can foster collective growth within the industry and should be capitalized. So, what has changed in the healthcare AEC industry over the past three years? We have honed our flexibility and adaptability, keeping crises and improved safety at the forefront of our minds. What hasn’t changed is our unwavering focus and ability to impact transient visitors The 2021-2022 PWC CT board (l-r): Choity Kha within the healthcare system. Together, Kyma Ganzer, and Jen as one team, we possess the power to Carolyn CPA, andCFE, La create lastingKurth, impressions offer ofa CohnReznick, will return as treasurer. he safe haven for those in need. It all begins She serves on the scholarship committee. rec with strategy and innovation, flourishes Dawn Meeker, director at Marcum, Ri with creativity, and culminates in LLP, is returning for a second year as me empowerment. The AEC industry should chapter secretary. She now serves as the take pride in the changes we effect and membership and will continue as Ro the profound chair difference our endeavors cana volunteer on the awards committee. bo make in the world. Kim Colapietro, partner of EDI on Reaghan Schicker, a project manager Landscape, LLC, returns for her third year and architect, leads the Planning, on the board. She serves asteam the awards Co Design, and Construction within committee chair. ye the Facilities department at Connecticut Kyma Ganzer, project manager at co Children’s.
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