Difference between revisions of "Jamie Beyer"

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('''IRB Training Certificate''')
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== '''IRB Training Certificate''' ==
 
== '''IRB Training Certificate''' ==
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== '''8/21/07''' ==
 
== '''8/21/07''' ==

Revision as of 02:30, 26 September 2007

About Me

  • I am from New Jersey and I'm not so great at pumping my own gas.
  • I live on campus in the GLC.
  • I am currently working for Children's Healthcare of Atlanta on a Revenue Cycle project.
  • I worked for a year as a business analyst for JPMorgan Chase in Manhattan.

Jamie1.jpg


IRB Training Certificate

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media:Complete.mht

8/21/07

Apparently I'm not very good at oragami!


8/23/07

Julia Jones's Interesting points:

  • A certificate of need is required for a regulatory review process of the state to build a hospital.
  • Evidence based design to impact experience
- Center for healthcare design
- designing for efficiency
- patient focused
- philanthropic
- "universal room"
- Flexible for future expansion
- Centers of Excellence
  • Most doctors not employed by the hospitals, and have poor handwriting!
  • self propelled beds
  • COW - Computer on Wheels
  • Abulatory = outpatient treatment
  • General Inpatient = diagnostic

For more clarification: What are we doing for Hughes Spaulding? What have they not planned yet?


8/28/07

Craig Zimring - Environments of Healing

Evidence based medicine -> evidence based practive -> EVIDENCE BASED DESIGN physical design variables that support decision making www.healthdesign.org/research/reports Principles:

  • Improve quality and saftey
  • Patient and Family centered

Hospitals are too noisy!

3 zones in a room: 1. family zone 2. patient zone 3. care giver zone

hospital contruction costs ~ $300 per sq. ft

  • incorporate nature, art, music
  • moving control from the institution to the individual
  • decentralized nurses stations
  • sound absorbing ceiling tiles
  • acuity adaptable rooms
  • flexible spaces
  • oversized, windowed single rooms
  • computerized order entry
  • PDAs
  • HAND WASHING

= fewer falls, fewer patient transferes, less infections, reduced nurse turnover, reduced drug costs


8/28/07 Hughes Spaulding Visit

5 Observations

  • Low ceilings feel oppresive
  • Entrance area is small and not welcoming
  • Poor way finding. Nothing in addition to the signs
  • ED is extremely cramped and a sheet is used to divide one large room- no privacy! It is also L shaped which makes visibility and communication difficult from one side to the other.
  • Patient bracelets activate alarms and lock doors - Infant Protection System is a great idea.


5 Ideas

  • More lighting, preferably natural, to make smaller areas appear larger
  • New paint and updated artwork including elements of nature to appeal to the children
  • Color coding pathways to make it easier for way finding
  • Motorized golf cart to transport patients through the tunnel
  • Stored comfort preferences for repeat patients


3 Conversations

  • Leslie the HKS Clinical design architect - One of the biggest challenges he is facing is keeping the hospital 100% operational while building the new areas, moving, and destroying the older parts.
  • Roscoe Simmons the security manager - There is no morgue in Hughes Spaulding. So the deceased patients are transported through the tunnel to the basement of Grady while other patients and staff are going through the tunnel as well. This demonstrates the importance of front of house vs back of house areas, processes in keeping the patients more comfortable and lower stress.
  • A woman who works as an orderly at Hughes Spaulding - She said that even though the hospital is in really bad shape and the transition will make her job challenging, she loves working there because Children's treats their employees great. A true testament to employee satisfaction and loyalty. This is necessary in periods of major change.


9/4/07

Gerri Lamb

Gerri gave the patient's point of view of healthcare. This discussion will be valuable when writing my paper for HS 6000 on patient-centered care. I really liked the demonstration she did with the students. It made me think about how I'd do it differently, and how I'd want a doctor to treat me. After the class I had a discussion with a friend of mine in PA school about the lack of classes teaching how to talk to the patients. The PA students think that this type of education is takes away from their serious studies. I feel that patient centered care needs to begin in the education of everyone working in a healthcare setting. Shared decision making is not a part of med or pa school, why is this? How can we change it?

9/6/07

Perkins + Will

  • It is interesting to me that often the hospital won't allow the patients and community to take part in the design of the hospitals.
  • Adopt-A-Room is a remarkable undertaking and would be great in any children's hospital
  • "Sometimes perfect is the enemy of good"
  • Workaround = a way around a current process that doesn't work well
  • Common ED process problems
  - Surgeon capacity
  - space
  - lack of flexibility
  - Problems downstream
  - nurse to patient ratio
  - slow to expand room for clients 
  • Important to redefine operations in the beginning of the design process
  • Universal layout of floors
  • Single handed vs mirrored rooms
  • neumatic tube system for labs, records, meds etc?
  • pod vs modules
  • Acuity flexible ED rooms

9/11/07

Professor Ellen Do - Computational Environments

Hand

  • Digital Fingerprinting
  • Flex M
  • Navigational Blocks
  • Espresso Blocks - window, door, bench
  • Energy Cube

Body

  • Body responsive furniture
  • Smart kitchen counter
  • Music under pressure couch
  • Window seat

Environments

  • Smell wall
  • Analog hypertext
  • Jungle room
  • Alphabet paint space
  • plant tiles

9/13/07

DJ Feather, CHOA - Clinical Involvement in Hospital Design

DJ had very interesting insight into involving front line staff such as nurses and physicians when designing a hospital. Nurses know design issue and work arounds. Care Teams created include:

  • Clinical Care
  • Family Support
  • Bus. Ops
  • Staff Management

Innovation needs to take place when setting the budget, not when designing. Look at other hospitals Identify unique design elements and describe the goal - then prioritize them. Full sized mockups for testing by bedside. Documet all decisions.

Principles of design

  • Growth/future expansion
  • Improve/ creat adjacencies
  • Improve efficiencies

Programming - listing the space out Block Programming - block out budgeted money for the space

Strive for 70% bed capacity.