Flexibility: Beyond the Buzzword—Practical Findings from a Systematic Literature Beview

Carthey, Jane; Chow, Vivien W.; Jung, Yong-Moon; Mills, Susan

doi:10.1177/193758671100400407

Cited by 22 publications

(86 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Constant change and unpredictability of the healthcare environment is the most challenging issue of hospital retrofits and construction in general (Carthey et al 2011;Datta 2000;Healy and McKee 2002;Pati et al 2008;Stepanovic and Uhrig 1999). This section will present the concept of 'future-proofing' and preview its possibilities.…”

Section: Future-proofing and Adaptability In Hospital Retrofitsmentioning

confidence: 99%

“…Moreover, adaptability describes the level of effort required for implementing the changes required. Enabling adaptability, in other words 'future-proofing', requires extra investments, which is why the amount and location of its application should be carefully evaluated (Arge 2005;Carthey et al 2011, Pati et al 2008, Pinder et al 2017and Vimpari et al 2014). …”

Section: Adaptabilitymentioning

confidence: 99%

“…There are big problems concerning structural deterioration, outdated technology and poor operational efficiency of existing hospitals. Outdated technology has been claimed to be rather accelerating, than hindering development, as technology advances constantly (Carthey et al 2011;Healy andMcKee 2002 andDatta 2000). The complexity of these problems is increased by the fact that the facilities may have been modified, renovated and extended multiple times without a proper master plan, which would address the integration of functions or remaining life cycle management.…”

Section: Introductionmentioning

confidence: 99%

“…Great potential value could be realized by optimizing adaptable solutions in the retrofits. The implementation of adaptability is a long-term investment as its value is gained from small change adaptation procedures throughout the remaining service life of the facility (Arge 2005 andCarthey et al 2011). These adaptation procedures decrease the need of heavy renovations and potentially prolong the operational service life (Bjørberg and Verweij, 2009).…”

Section: Introductionmentioning

confidence: 99%

“…The four elements of CRA (adopted from Kasanen et al 1993:246 Figure 2. CRA process phases (Lehtiranta et al 2015;Kasanen et al 1993) (Arge 2005;Carthey et al 2011 andPinder et al 2017). ........ 22 Figure 6.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Adaptable healthcare facilities through modular solutions

Luoma-Halkola¹,

Peltokorpi²,

Kyrö³

2017

24th Annual European Real Estate Society Conference

View full text Add to dashboard Cite

This thesis revolves around specifying the problematics concerning hospital retrofits as well as finding solutions for overcoming them. The solutions are constructed with the help of earlier research and thematic expert interviews. Altogether 28 actors, including project managers, architects, engineers and property managers, are interviewed.Due to its old age, the Finnish hospital stock has several problems in addition to the frequent need for adaptation. The problems include structural deterioration, indoor air quality problems and outdated facility designs that reduce the operational efficiency. Versatility of the problems results in large and complex retrofit projects. Complexity of the projects is mainly due to A) technical limitations of the old structures and B) continuous need for unforeseen adaptations.Project complexity and challenges can be alleviated by utilizing different design strategies, including adaptability, which divides change demands into three separate categories: expandability, flexibility and generality.Productive utilization of the strategies can be managed with the help of service modularity. The study proposes five distinct service modules and 16 service components for service providers and hospital property managers. The service modules can be used to construct a modular service that matches the project-specific needs of any hospital retrofit, thus simplifying the design process and improving life cycle costing.

show abstract

Section: Future-proofing and Adaptability In Hospital Retrofitsmentioning

confidence: 99%

Section: Adaptabilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Adaptable healthcare facilities through modular solutions

Luoma-Halkola¹,

Peltokorpi²,

Kyrö³

2017

24th Annual European Real Estate Society Conference

View full text Add to dashboard Cite

show abstract

Local Leaders' Perspectives on Women Veterans’ Health Care: What Would Ideal Look Like?

Brunner

Cain

Yano

et al. 2019

Women's Health Issues

View full text Add to dashboard Cite

Background: The Veterans Health Administration (VHA) faces challenges in providing comprehensive, gender-sensitive care for women. National policies have led to important advancements, but local leadership also plays a vital role in implementing changes and operationalizing national priorities. In this paper, we explore notions of ideal women Veterans’ health care articulated by women’s health leaders at local VHA facilities and regional networks, with the goal of identifying elements that could inform practice and policy. Methods: We conducted semi-structured interviews with 86 local and regional women’s health leaders at 12 VHA medical centers across four regions. At the conclusion of interviews about women’s primary care, participants were asked to imagine “ideal care” for women Veterans. Interviews were transcribed and coded using a hybrid inductive/deductive approach. Main findings: In describing ideal care, participants commonly touched on: whether women Veterans should have separate primary care services from men; the need for childcare, expanded reproductive health services, resources and staffing; geographic accessibility; the value of input from women Veterans; physical appearance of facilities; fostering active interest in women’s health across providers and staff; and the relative priority of women’s health at the VHA. Principal conclusions: Policy and practice changes to care for women Veterans must be mindful of key stakeholders’ vision for that care. Specific features of that vision include: clinic construction that anticipates a growing patient population; providing childcare and expanded reproductive health services; ensuring adequate support staff; expanding mechanisms to incorporate women Veterans’ input; and fostering a culture oriented towards women’s health at the organizational level.

show abstract