the business case for creating a healing environment
TRANSCRIPT
Jain Malkin is a member of TheCenter for Health Design Board ofDirectors. A leader in the field of
healthcare design, she has lecturedwidely and written numerous
articles on the psychological effectsof healthcare environments. Sheteaches at Harvard University in
The Graduate School of Design andis often a keynote speaker atconferences on the design of
healing environments. She is thePresident of interior architecturefirm Jain Malkin Inc. and is alsothe author of several books on
healthcare design including HospitalInterior Architecture and Medical
and Dental Space Planning: AComprehensive Guide to Design,
Equipment and Clinical Procedures.Ms Malkin has been named as oneof California’s 100 most interestingand influential healthcare leadersby California Medicine magazineand was awarded the 1997 Hyde
Chair of Excellence at theUniversity of Nebraska College of
Architecture.
a report by
J a i n M a l k i n
The Center for Health Design
A new generation of healthcare facilities is emergingthat is very different from familiar institutional models.Based on patient-centred care and healing the wholeperson, these health centres are spiritual sanctuarieswith gardens, fountains, natural light, art and music.Researchers are learning how human emotions arelinked to disease and that healing is promoted bysurroundings that reduce stress and engage the sensesin therapeutic ways. The surprising news is that thisdesign strategy can actually improve the bottom line.
E v i d e n c e - b a s e d D e s i g n
Like evidence-based medicine, evidence-based designis research-informed and its results not only affectpatient clinical outcomes, but also staff recruitmentand retention and facility operational efficiency andproductivity. It looks at building design not only asphysical space, but includes the total sensoryenvironment of sight, sound, touch and smell.
The research that underpins this concept can befound in the neurosciences, evolutionary biology,psychoneuroimmunology and environmentalpsychology. The common thread is the reduction ofstress for patients, care givers and families. In fact, thisis the primary goal of a healing environment becausemore errors are made under noisy stressful conditionsand patients may have impaired immune functions asa result of coping with an environment that is notpsychologically supportive.
Evidence-based design research can be sorted intofive categories: access to nature; options and choices(control); positive distractions; social support; andenvironmental stressors. Building the body ofevidence-based design knowledge is the focus of TheCenter for Health Design (CHD), a research andadvocacy organisation that is dedicated to the ideathat the design of the built environment can enhancethe quality of healthcare.
H i s t o r i c a l A n t e c e d e n t s
The roots of what are currently regard as therapeutic,restorative environments can be traced to 4thcentury BC Greece. The Greeks appear to have
understood the link between the mind, body andspirit – a relationship that is only now beginning tobe appreciated and respected. In fact, the patient-centred Planetree concept was based on the healingtemples of Aesclepius and represented a revolution inthe custodial mindset that dominated hospital designfor most of the 20th century. Focusing on optionsand choice, access to information and personalresponsibility for creating health, Planetree openedthe door to new ways of delivering care, placing thepatient at the centre of the universe. Since theblossoming of Planetree, a number of patient-centredand/or patient-focused models of care have evolved,each with a unique perspective. For example:
• architecture as therapy with a focus on the sensoryenvironment;
• focus on the integration of the arts andentertainment;
• emphasis on structural organisation of space; • operational restructuring; and• integration of allopathic medicine with
complementary therapies and, sometimes,including indigenous ethnic healing rituals
Wha t C o n s t i t u t e s a H e a l i n g E n v i r o nmen t
There is considerable confusion about whatconstitutes a healing environment. Some refer to whathas come to be known as ‘hospitality healthcaredesign’ of the 1980s as healing environments and,certainly, the concept of treating the patient as a guesthas been a significant contribution. However, whilesome hotels have a high level of design that may beaesthetically appealing, they generally lack the qualitiesthat one would consider to be restorative orconducive to physical, emotional and spiritual healing.
It can be said that the significant emotional eventsthat occur in the hospital setting have no parallel inthe hospitality industry. In fact, hospital experiencescan be so traumatic that they are ingrained intopatients’ memories, elevating these experiences towhat might be described as ‘sacred’ status. Yet thebox-like rooms, clutter, procedure rooms andcorridors that seem to run infinitely, fail to convey
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this sacredness of purpose. If all we aspire to isrepairing broken body parts, then these are adequateto accomplish the task. However, if the goal is tointegrate mind, body and spirit – to restore balance –then the image of a healing temple comes to mind.The word healing, in fact, is derived from the Anglo-Saxon word haelen, and means “to be or becomewhole”. All of the environmental and clinical issuesthat contribute to a healing or restorativeenvironment are focused on facilitating patients’movement towards wholeness and balance.
In short, the term ‘healing environment’ describes aphysical setting and organisational culture that ispsychologically supportive, with the overall goal ofreducing stress in order to help patients and familiescope with illness, hospitalisation and, sometimes,bereavement. It provides opportunities for patients toexercise control, to express themselves, and to partnerwith care givers in learning about their illnesses andtreatment options and it offers life-enhancingexperiences for enrichment, laughter, relaxation andspiritual renewal. Underlying this philosophy is thebelief, supported by research, that these factors play aconsiderable role in the healing process. It can bethought of as a tightly-woven tapestry of buildingdesign, care giver attitudes, family support, integrationof the arts and access to nature.
The physical setting has the potential to betherapeutic if it achieves the following:
• eliminates environmental stressors such as noise,glare, lack of privacy and poor air quality;
• connects patients to nature with views to theoutdoors, interior gardens, aquariums, waterelements, etc.;
• offers options and choices to enhance feelings ofbeing in control – these may include privacyversus socialisation, lighting levels, type of music,seating options, quiet versus ‘active’ waiting areas;
• provides opportunities for social support – seatingarrangements that provide privacy for familygroupings, accommodation for family members orfriends in treatment setting; sleep-overaccommodation in patient rooms;
• provides positive distractions such as interactive art,fireplaces, aquariums, Internet connection, music,access to special video programmes with soothingimages of nature accompanied by music developedspecifically for the healthcare setting; and
• engenders feelings of peace, hope, reflection andspiritual connection and provides opportunitiesfor relaxation, education, humour and whimsy.
Compe t i n g b y D e s i g n
When CHD launched its ‘Pebble Project’ in 2000,what was initially intended to create a ripple in thehealthcare industry turned out to have a far greaterimpact than anticipated. The name derives from thefact that a pebble, when tossed into a pond, creates aripple affecting the entire body of water. In thehealthcare arena, it is often a small demonstrationproject that leads to major change, such as the originalPlanetree project, a 13-bed medical/surgical unit,which, in the early 1980s, led to the enormouspatient-centred care revolution. The Pebble initiativeallows a number of innovative healthcare providers toteam up with CHD to produce research anddocument examples of how the built environmentcan positively affect the quality of healthcare and thefinancial performance of the organisation.
CHD’s Board of Directors and Research Councilprovide guidance to the Pebble Project Partners andhave developed a research matrix to assure uniformityin study design methodology and measurement withthe goal of producing a significant body of evidence-based research. This matrix should help chief executiveofficers (CEOs) and Boards of Trustees to address theissue of whether they can afford to design facilities ashealing environments. In just two and a half years,compelling data from the Pebble Project Partnersindicates that competing by design is a powerfulstrategy for savvy healthcare executives who want tomaintain high staff and patient satisfaction scores while,at the same time, strengthening the bottom line.
P ebb l e P r o j e c t P a r t n e r s P r o v e t h a tD e s i g n Ma t t e r s
The four original Pebble Project Partners, whoseresearch is discussed below, have recently been joinedby Weill Cornell Medical Center (New York City),St Alphonsus Regional Medical Center (Boise, Idaho),Southwest Washington Medical Center, (Portland,Oregon and Vancouver, Washington) and FroedtertMemorial Lutheran Hospital (Milwaukee, Wisconsin).
M e t h o d i s t H o s p i t a l , C l a r i a n H e a l t h
P a r t n e r s ( I n d i a n a p o l i s , I n d i a n a )
Project: Cardiac Comprehensive Critical Care (56-bed unit)Project Director: Ann Hendrich
Walking through the completed project, whichopened in 1999, one experiences an environmentthat resembles a four-star hotel – it is unlike thelayout and design of any other intensive care unit.Beyond the aesthetics of the design lies a formidablebody of research. Noting that critical care patients areoften moved three times during their stay to adjust
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for changes in acuity, Hendrich analysed up to 18separate steps involved in patient transport (see Figure1), costing the hospital in excess of US$17 millionannually (see Table 1), and costing the patient evenmore in the disruption of care.
To solve this problem, a large patient room thatcould adjust for acuity was designed, with equipmentthat tucks away out of sight until needed. A sizablequadrant of the room is used as a ‘living room’ forfamily. Nurse servers place supplies in the patientroom to avoid the 26 miles per day (per nurse) ofwalking that characterised life in the former unit.
Hendrich’s research also examined the source ofbottle-necks that plague most hospitals. Theemergency department gets backed up becausepatients cannot get a critical care bed when neededand patients are stacked up in the post-anaesthesia careunit for the same reason. Transferring patients fromcritical care to a step-down unit involves a tremendouswaste of resources (see Figures 2 and 3). The followingrepresent a sample of the results of this research:
• patient transport reduced by 90%;• patient/family dissatisfaction reduced from 6.7%
to 2.7%;• patient days per bed increased from 320 to 345;• falls decreased 75% due to the unit’s decentralised
design, permitting better observation; and• medical errors decreased.
B a r b a r a A n n K a r m a n o s C a n c e r
I n s t i t u t e , D e t r o i t M e d i c a l C e n t e r
( D e t r o i t , M i c h i g a n )
Project: 15,000 SF Renovation of Nursing Units
Project Director: Dore Shepard, AdministrativeManager
Implementing healing environment design conceptsin the renovation of in-patient nursing units resultedin the following:
• 18% increase in patient satisfaction;• lower daily variable costs;• nurse attrition rate fell from 23% to 3.8%;• decrease in pain medication requirements;• decrease in medication variances; and• with the same sickle-cell patient population, staff
and clinical protocol, and with data gathered onthe former nursing unit versus the ‘healingenvironment’, there was a 53% decrease in pain,which led to a reduction in the overuse of painmedication.
C h i l d r e n ’ s H o s p i t a l a n d H e a l t h C e n t e r
( S a n D i e g o , C a l i f o r n i a )
Project: Children’s Convalescent HospitalProject Leader: Blair Sadler, President and CEO
Dedicated to the care of medically fragile childrenwith complex chronic conditions often resultingfrom cerebral palsy and birth defects, the 59-bedskilled nursing facility is ‘home’ to the children whoreside there. The outdated existing facility is beingreplaced by a new US$25 million building withplanning driven by evidence-based design.
Two unique components are: emphasis onunderstanding how organisational behaviour changesas a result of the planning and design process anddevelopment of a standardised evaluation methodology
Figure 1: Moving the Patient – Process Steps
Diagram courtesy of Ann Hendrich, MSN, RN
enabling a comparison of outcomes leading to bestpractices. It is unusual to be able to gather data on thesame patients and staff in the old facility versus the newenvironment. Furthermore, if one can measurepositive changes in children who are, for the most part,incapable of expressing themselves, it may be possibleto generalise to other patient populations that the builtenvironment indeed makes a difference. The qualityand character of the research initiatives under way atChildren’s Hospital and Health Center are indeedimpressive and cannot begin to be summarised in thisarticle, however, extensive interviews with parents andstaff resulted in the patient room depicted in Figure 4and the family living room in Figure 5.
B r o n s o n M e t h o d i s t H o s p i t a l
( K a l a m a z o o , M i c h i g a n )
Project: Replacement of in-patient tower and newambulatory care centreProject Leader: Frank Sardone, President and CEO
The idea of building a healing environment capturedthe imagination of Frank Sardone and the result is anin-patient tower with a horticultural garden and fish-pond in the main foyer, intuitive way-findingthroughout the building, all private patient rooms,integration of the arts as part of the patients’experience, natural light penetrating most areas ofthe building and an overall level of design thatcomforts and enriches the daily experience of staff,patients, and families. Since opening the new facilityin November 2000, the following observations havebeen documented:
• nursing vacancy rates are half the state average;• patient transfers have decreased due to private
patient rooms;• market share increased five points in one year; • in 2001, there were 1,000 more year-to-date
admissions than in the previous year; and• patient sleep quality has increased due to private
rooms.
A B r i g h t F u t u r e
Despite the vagaries of healthcare finance, it isencouraging to note that philanthropy can play amajor role in helping to fund healing-environmentdesign initiatives. Donors, given an opportunity tounderwrite such a compelling vision, often contribute
Critical Care
DAY 1 2 3 4 5
Step Down Me
3. Patients transferred to ICU, Step-Down, or Med-Surg
4. Patient transfers from OR/PACU to ICU
PACU
OR
ED
to ED
d to OR
ospital admissionsEDED patients go toeED holding5 hrs.
Figure 2
Diagram courtesy of Ann Hendrich, MSN, RN: Source: SCCM survey, 02-2000, ICU Admissions and Discharges.
Table 1: Patient Transfer Study Results
Total annual no. of transfers 76,585 (does not include procedural transfers)
Average no. of transfers per day 210
Average no. of staff involved 95 full-time equivalent per day
Average staff time diverted 88 minutes transfer
from home unit
Time
Average duration of transfer 382 minutes (minimum 25, maximum 48 hours)
Average direct labour 150 minutes
Average holding 225 minutes
Cost (Total Hospital)
Annual total cost of transfers US$17,504,356
Average transfer cost per day US$47,957
Average cost per transfer • Direct 77.77
• Indirect 48.88
• Holding 101.90
Total US$228.56
Table courtesy of Ann Hendrich, MSN, RN
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considerably more than when they are asked tosponsor more traditional healthcare projects. TheCEO of the Children’s Hospital and Health Center,Blair Sandler, a long-time advocate of healing-environment design, noted that philanthropyincreased from US$6 million to US$14 million peryear. At another hospital, an out-patient breast-carecentre located in a hospital-based medical officebuilding, cost US$1 million to build (8,500 SF) andbrought in US$7 million in philanthropy due to theunique design, competent clinical staff and the optimalpatient experience that was carefully crafted from it.
According Mr Sadler:
“The lesson for all healthcare organizations is clear:provide an environment that is welcoming to patients,that improves their quality of life and supportsfamilies and employees – or suffer the economicconsequences in a competitive environment.”
Con c l u s i o n
An unprecedented amount of new construction willoccur in the US and the UK in this decade to replaceold structures that are no longer economically viableto renovate. The California State Senate Bill 1953(SB-1953) obligates hospitals to retrofit or replacestructures that fail to meet seismic standards by 2008,with some recent leniency, some of which mayextend to 2013. With billions of dollars at stake, itwould be wise to avoid costly mistakes such as
spending money on design features that do notactually contribute to a patient’s well-being orpromote healing. ■
Figure 4
Figure 5
Figure 3
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Diagram courtesy of Ann Hendrich, MSN, RN
Rendering courtesy of Anshen and Allen Architects
Rendering courtesy of Anshen and Allen Architects