THE VALUE-ADDED OWNER

At The Paine Group, one of our core beliefs is that no one is in a better position to deliver project success than the Owner. Indeed, historically, more than 80% of a project’s construction cost is determined by the Owner, while less than 15% and 5% are attributable to the Architect and Contractor respectively. And most of the critical decisions an Owner makes occur before an Architect is even hired.

Despite the clear correlation between Owner involvement and project success, most institutions look to outsiders to provide overall leadership and direction to their strategic facilities building programs. And while classes and seminars on healthcare design proliferate, there is not a single industry offering on the more crucial governance and strategic leadership issues associated with construction – despite the fact that construction is the single greatest capital pressure on healthcare today.

To meet this need, The Paine Group developed The Value-Added Owner in partnership with William Carmichael Consulting, a recognized national leader in healthcare change and conflict management. This two-day seminar is based on over 350,000 square feet of healthcare construction experience and scores of interviews with healthcare C-level executives.

Under the guidance of The Paine Group, seminar participants will:

	Learn how corporate alignment can generate auditable savings of at least 1-1/2% on major construction programs – guaranteed
	Review their readiness to take advantage of aggressive project delivery systems like Extreme Collaboration, which can cut the duration of Schematic Design by as much as 50%
	Identify the five most important questions the Board must ask before green-lighting a strategic construction project, and learn why “Are we on schedule?” and “Are we within budget?” are not on the list
	Discover where value is created and lost during the design and construction process and why the Board and Executive Leadership own this process
	Complete critical-path analysis of the tasks required between the conclusion of strategic planning and the start of schematic design
	Develop specific metrics for Executive Leadership performance evaluations
	Determine the relationship of the strategic facilities building plan to other strategic initiatives like EMR, PACs, hospital-physician relationships, and outsourcing
	Prepare to manage the ethical challenges inherent in a strategic facilities building plan
	Understand why the execution of a strategic facilities building program poses the greatest risk to their organization’s finances, relationships, and reputation – barring a process breakdown that leads to multiple sentinel events – and how to turn those risks into opportunities.