You’re brought in to do the scope of work presented in a plan with little to no involvement in the development of that plan. A lot is at stake.

Without the proper background, there are extraordinary pitfalls to sabotage your project:

  • disgruntled or uninformed healthcare workers
  • the spread of infectious diseases,
  • safety concerns of working in a 24/7 operating facility
  • regular life and death emergencies happening around your project

Health Well Done offers training that paints a clear picture of the logistics and best practices involved in health care facility projects, both on and off site. You learn the importance of your company’s role in the outcomes of the patient and the satisfaction of patients, visitors and the staff that serve their needs. Skills for effective and efficient communication with health care administrators and employees are taught that keep projects completion time and budget on target. Compliancy is also covered—from documentation process to associated costs to proving compliancy.

Case study: Construction Company

Strangely, the construction company was brought into a project late and as a result use “same old” RFP processes of learning as much as possible from the specifications and plans for the project. They understood the process of using an RFP is critical but this construction company was expected to build a tangible environment with only a portion of the information.


They were not able to change the “same old way” of going through the bid process. They understood they were working from a point of disadvantage. How could they be expected to build the optimal patient centered environment when they were not involved from the start of the project? Their reputation is built on trust. Customers use them over and over because of their philosophy of building relationships for the long term by being knowledgeable of the end users needs. They get the project done. They realized that not everyone on their team was knowledgeable in communicating hospital system-wide, infection preventions precautions and or logistics like closing down hallways for one. They knew that building a relationship of trust takes time but can be lost in one stroke. Their people, whether new or experienced needed to understand and be reminded to be almost invisible and work tactically within the facility. Now their people play a part of patient care with a need to keep the facilities running seamlessly 24/7 and business working as usual, preventing infection, accidents and keeping the medical talent happy.


They decided to be proactive and be more prepared in understanding and navigating the pitfalls of not being involved in the initiation stage of a project. They needed a way to get up to speed quickly once awarded the project. Using a simple 3 step approach that includes all the aspects of patient care, healthy patient, understanding the roles each stakeholder plays and how to share experience and wisdom to achieve the best results. Using this three step approach resulted in the construction team earning that “badge of honor” because they understood the patient, the team and the process of how to build the optimal patient centered environment.


This company was awarded more projects, changed their business development attitude to include the value of the human element into their language. They incorporated the concepts of healthy patient in their response to RFP’s. Their team was much more engaged in collaborating with the team with a different attitude and behavior directed toward having the insight of the inner working of a healthcare facility.