By Charles Michelson
Designing for medical care in the not-so-distant future is one question. And how medical providers will afford to pay for it takes on an even more critical meaning at this point in time.
We have survived an extraordinary year and a half, successfully adapting, coping, and dealing with uncertainty and separation. Medical focus on the COVID-19 pandemic modified how we provide our nation’s medical services and changed the medical temperament of the public. Generational distinctions concerning technology were never more apparent than during the pandemic; however, our technological baptism under fire pushed everyone along the technology path. It has been a successful and transitional change.
One of the most important lessons learned by virtue of the pandemic was the financial uncertainty of the entire healthcare sector. The pandemic demonstrated that our medical system is financially vulnerable.
Delayed procedures and a wary public caused extraordinary losses. Therefore, the healthcare system needs to transform itself financially as the trends in lower volumes are anticipated to continue. Virtual visits generate less revenue, but require greater IT costs, in addition to all other facility, equipment and supply chain issues that make up the capital improvement financial pie.
Future capital expenditure will trend toward technology investments, as a means of moving toward organizational goals and alternate care models achievable only with a robust technology format.
Core technology should create efficiency that helps cut costs through a better distribution of information seamlessly through a healthcare system on behalf of any given client. Planning makes things better, but the acceleration of change has demanded the critical need of strategic planning; organizational decision-making will boost future business growth. Resiliency, adaptability and planning will allow the better healthcare providers to survive, prosper and grow.
Success in healthcare will be measured; identifying what to track, preparing complete analytics and reporting, analyzing the information, and finally and most importantly, turning that information into actionable insight.
It is for that reason there will continue to be capital growth and expenditures in facilities; why building and spaces will be designed and constructed, and spaces modified for new equipment or approaches to treatment.
Knowledge without action is stagnation; information is for improvement, impact and leadership.
Credibility, trust and confidence in the healthcare system will come through contact and human response to a client’s medical needs. Our compassion and humanity must always be at the forefront of these interactions. But technology is the tool which will enable us to better connect with those we treat within our medical facilities.
Charles Michelson is President of Saltz Michelson Architects. For more information, visit www.saltzmichelson.com.
