| Course | HCS 529 Contemporary Health Care Facility Design (HCS/529) |
|---|---|
| Week | 6 |
| Paper type | Final facility presentation |
| Length | about 891 words, 3 double-spaced pages plus title page and references |
| Format | APA 7 student paper |
| School | University of Phoenix |
| Program | MHA |
| Updated | September 2026 |
Free sample paper for HCS 529 Week 6
The North County Surgery Center: A $14.9 Million Request to the Board for Four Operating Rooms in a Converted Warehouse, Opening in 22 Months
[Student Name]
University of Phoenix
HCS/529: Contemporary Health Care Facility Design
Week 6 Assignment
[Instructor Name]
[Date]
The health system, project, finances and schedule are composites written for a model presentation; national data and research come from the sources listed.
Slide 1: The Decision Tonight
Approve $14.9 million for the North County Surgery Center.
Four operating rooms, two procedure rooms.
Opening in 22 months.
Speaker notes
Good evening. The vote I need from you is on $14.9 million to turn the empty warehouse by the North County interstate exit into a same-day surgical facility holding four operating rooms and two procedure rooms, opening 22 months after approval. The next slides explain why we should build it, why there, how it is designed for safety and what it will cost and return.
Slide 2: Surgery Has Moved
About 6,400 surgery centers nationwide.
Knee replacements in centers up 27.6% in one year.
Medicare pays centers less than hospital outpatient departments.
Speaker notes
Some 6,400 centers now operate nationally, and in 2024 they cared for 3.4 million people in traditional Medicare. Knee replacements in centers rose 27.6% and hip replacements 28.7% that year, and Medicare paid centers 46% less than hospital outpatient units for most services, which also lowers patients' cost sharing (Medicare Payment Advisory Commission, 2026). Our patients are already traveling to a competitor's center for these procedures.
Slide 3: Our Need
9,800 outpatient cases at the main hospital.
5,200 can move; 1,400 more from new surgeons.
6,600 cases in year one, 8,000 by year five.
Speaker notes
Our surgeons reviewed last year's outpatient cases and identified 5,200 that can safely move to a freestanding center. Six surgeons now operating elsewhere will bring about 1,400 more. Moving these cases also frees main hospital rooms for complex surgery, which has a waiting list of three weeks.
Slide 4: Why the Warehouse
Scored 412 of 500 on eight weighted criteria.
Clear height, open floor, interstate access, parking.
Beat the office building and bare land.
Speaker notes
We scored three sites. The warehouse won on structure, access, time to opening and parking. The office building next to the hospital scored lowest because its ceilings are too low for operating rooms. Bare land would have taken 18 months longer.
Slide 5: The Design
Public, preoperative and recovery, surgical zones.
One-way flow from soiled to clean instruments.
Two smoke compartments, full sprinklers.
Speaker notes
The layout moves from public areas at the front to the surgical core at the back, so patients, staff, clean supplies and soiled instruments each have their own path. The building meets the federal life safety requirements adopted for surgery centers, with two smoke compartments, sprinklers, emergency power and certified medical gases.
Slide 6: Designed on Evidence
Walled bays for preparation and first-stage recovery.
Windows in a windowless building.
Identical operating rooms.
Speaker notes
When an intensive care unit moved to single rooms, acquisition of three resistant organisms fell by 54% (Teltsch et al., 2011). Our patients stay hours, not days, so we compromised: 10 walled bays and 6 curtained ones. Windows bring daylight to recovery and staff areas, and identical operating rooms let teams find equipment in the same place every time.
Slide 7: Safety Over Gadgets
No laminar airflow canopies: saves $720,000.
Traffic control and extra instrument sets instead.
Safety checklist for every case.
Speaker notes
A German study of 99,230 operations found no protective effect of laminar airflow, and higher odds of severe infection after hip replacement (Brandt et al., 2008). We invest instead in keeping doors closed and teams small. In eight hospitals that adopted a surgical safety checklist, deaths dropped to 0.8% of patients from 1.5% (Haynes et al., 2009). The cheapest safety feature in this building is a one-page checklist read aloud before every incision.
Slide 8: Cost and Schedule
$14.9 million, including a $1.0 million contingency.
Design, permits, construction, inspections: 22 months.
Rezoning hearing in four months.
Speaker notes
Construction is $9.8 million, equipment $2.6 million, technology $0.9 million, design and permits $0.6 million and contingency $1.0 million. The schedule includes three months for licensing inspection, accreditation and Medicare certification.
Slide 9: Financial Return
Year-three revenue: $24.6 million.
Operating margin: about 14%.
Payback in about six and a half years.
Speaker notes
Projections assume 7,300 cases in year three at our current payer mix. Because center rates are lower than hospital outpatient rates, some cases earn less per case than they do today, but lower costs per case and new surgeons' volume produce a positive margin. A 10% lower volume would extend payback to about eight years.
Slide 10: Risks
Rezoning could be delayed.
Hidden slab conditions could add cost.
Distance from the main hospital for transfers.
Speaker notes
We will not sign the purchase agreement until rezoning is approved. The contingency covers slab surprises. A transfer agreement with our northern emergency department and a protocol with the fire department address distance.
Slide 11: What the Board Will See
Infections at 30 and 90 days.
Turnover times, delays, door openings.
Patient and staff experience; quarterly report.
Speaker notes
The board will receive a quarterly report on safety, efficiency, experience and finances, compared with our hospital outpatient department.
Slide 12: The Decision
Approve $14.9 million for the North County Surgery Center.
Speaker notes
Surgery is moving to centers, our patients are already going to them and we have a design built on evidence and a site that fits. I ask for your approval tonight.
References
Brandt, C., Hott, U., Sohr, D., Daschner, F., Gastmeier, P., & Rüden, H. (2008). Operating room ventilation with laminar airflow shows no protective effect on the surgical site infection rate in orthopedic and abdominal surgery. Annals of Surgery, 248(5), 695-700. https://doi.org/10.1097/SLA.0b013e31818b757d
Haynes, A. B., Weiser, T. G., Berry, W. R., Lipsitz, S. R., Breizat, A.-H. S., Dellinger, E. P., Herbosa, T., Joseph, S., Kibatala, P. L., Lapitan, M. C. M., Merry, A. F., Moorthy, K., Reznick, R. K., Taylor, B., & Gawande, A. A. (2009). A surgical safety checklist to reduce morbidity and mortality in a global population. New England Journal of Medicine, 360(5), 491-499. https://doi.org/10.1056/NEJMsa0810119
Medicare Payment Advisory Commission. (2026). Ambulatory surgical center services: Status report. In Report to the Congress: Medicare payment policy (pp. 325-342). https://www.medpac.gov/wp-content/uploads/2026/03/Mar26_Ch11_MedPAC_Report_To_Congress_SEC.pdf
Teltsch, D. Y., Hanley, J., Loo, V., Goldberg, P., Gursahaney, A., & Buckeridge, D. L. (2011). Infection acquisition following intensive care unit room privatization. Archives of Internal Medicine, 171(1), 32-38. https://doi.org/10.1001/archinternmed.2010.469
What the HCS 529 Week 6 instructions ask
The final HCS 529 assignment usually asks students to present the finished facility project to the people who must approve it, commonly as slides with recorded narration and speaker notes. Students may be asked to summarize the trends and need behind the project, the site and design, the evidence supporting key choices, regulatory compliance, budget and schedule and how the facility will be evaluated. Some versions specify a slide count or require references on a final slide. Strong presentations open with the decision requested, keep each slide to one message with a few words, put detail in the speaker notes, show numbers the audience can check and end with risks, measures and the decision again.
How this HCS 529 Week 6 example is built
The deck opens by asking the board to approve $14.9 million for a surgery center with four operating rooms and two procedure rooms. Slides then show the trend, with about 6,400 centers and Medicare paying them roughly half what hospital departments receive, the system's 6,600 projected first-year cases and the warehouse's winning score of 412 of 500. Design slides cover the zoned layout, walled bays supported by a study showing 54% fewer resistant organism acquisitions after a move to single rooms and the choice to skip laminar airflow. Budget, schedule and payback follow. Risks, including rezoning and transfer distance, the quarterly measures the board will receive and a final restatement of the vote close the deck.
HCS 529 Week 6 grading rubric: where the points go
The final presentation is typically graded on whether it gives decision makers what they need to approve a facility project. Instructors look for a clear request, a logical sequence from need to design to cost, evidence behind key design choices, compliance with regulations, a realistic budget and schedule, risks and evaluation measures. Slides should be concise, with detail in the speaker notes, and figures should match earlier project work. Citing sources on slides or in notes, with a reference list, earns credit. Visual clarity and professional delivery account for part of the grade. Presentations that read as long papers on slides, or never state the decision requested, usually receive lower scores.
HCS 529 Week 6 help: mistakes to avoid
The most common weakness in HCS 529 Week 6 is presenting the project in the order it was done rather than the order a board needs it. Start with the decision and the cost. Then answer the questions a board will ask: why build, why here, what will it look like, is it safe, what will it cost and earn, what could go wrong and how will we know it works. Keep slides to one message each and move detail to speaker notes. Make sure every number matches your earlier weeks. Cite research for key design choices. End with the risks and measures, then restate the request. Finally, rehearse with a timer before recording.
Related HCS 529 sample papers
Other HCS 529 week samples
- HCS 529 Week 1: Facility Design Trends
- HCS 529 Week 2: Needs Assessment and Site Selection
- HCS 529 Week 3: Renovation Plan
- HCS 529 Week 4: Evidence-Based Design Choices
- HCS 529 Week 5: Operating Room Types and Safety
More MHA sample papers
HCS 529 Week 6 questions, answered
What does HCS/529 Week 6 usually ask for?
Many sections ask students to present their completed facility project to stakeholders, usually as a narrated slide presentation covering need, site, design, evidence, budget, schedule and evaluation.
Where can I find a free HCS 529 Week 6 sample paper?
The surgery center board presentation, with speaker notes for every slide, is posted above for anyone to read. For a presentation built on your own project, the first one is free.
How many slides should a final facility presentation have?
Follow your instructions; many facility presentations use 10 to 15 slides with one message each and detail in the speaker notes.
What financial measures should a facility presentation include?
Usually the total capital cost, projected volumes, revenue, operating costs, margin and payback period, with the assumptions behind them.
Why start a presentation with the decision requested?
Decision makers listen differently when they know what they are being asked to approve, and it lets every later slide serve as evidence for the request.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official University of Phoenix document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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