Stephen Powell
Vice President, Program ManagementMeadows & OhlyStephen Powell is a Vice President of Program Management at Meadows & Ohly, where he leads complex healthcare capital programs across the United States. With deep experience in hospital expansions, medical office buildings, ambulatory care, and campus master planning, Stephen is known for integrating Lean, collaborative delivery, and people-centered leadership into project execution. He partners closely with health system executives, clinicians, and project teams to align strategy, culture, cost, and outcomes—delivering facilities that support long-term operational and community goals.
E13 – Balancing Prototype and Identity: Designing the Next Era of Inpatient Care at OhioHealth
When OhioHealth’s Dublin Methodist Hospital opened in 2008 as a Pebble Partner Project, it focused on evidence-based design highlighting the connectio…When OhioHealth’s Dublin Methodist Hospital opened in 2008 as a Pebble Partner Project, it focused on evidence-based design highlighting the connection between the built environment and healthcare. Almost 20 years later, the first major addition to t…When OhioHealth’s Dublin Methodist Hospital opened in 2008 as a Pebble Partner Project, it focused on evidence-based design highlighting the connection between the built environment and healthcare. Almost 20 years later, the first major addition to the hospital will be opening in an era of system strategies and standards, cost accountability, community re-connection, and innovation in care delivery. Like many healthcare systems and hospitals, str…When OhioHealth’s Dublin Methodist Hospital opened in 2008 as a Pebble Partner Project, it focused on evidence-based design highlighting the connection between the built environment and healthcare. Almost 20 years later, the first major addition to the hospital will be opening in an era of system strategies and standards, cost accountability, community re-connection, and innovation in care delivery. Like many healthcare systems and hospitals, striking a balance between the hospital’s identity with the system brand and standards meant a highly collaborative design process between leadership, clinical teams, and the design consultants to achieve the next era on inpatient care. Come learn how the team capitalized on the key components of the early evidence-based design that have stood the test of time with contemporary healthcare design features and the system inpatient prototype to meet the needs and expectations of the community. Show MoreClick the title to see all detailsShow More
