Feature Planning
pharmaceutical breakthroughs, demand increases year on year. Medicine is moving quickly but much of the demographic and epidemiology data is available, consideration should be given to: The initial population to be served by the specialty Clinical disease incidence The model of clinical operation and future proofing Other collaborating sites that activity may occur at Efficiency expected by major procedures (in many parts of the world the top 50 procedures account for 50% of all stays in hospital) Opportunities for process improvement change
According to the National Bureau of
Statistics, in the 1968 census there were 180,000 residents in the UAE, and by 2011 the population had grown to 8.2 million. Taking the GCC region as a whole, it is now home to approximately 39 million people and has one of the highest migration rates in the world. As previous mentioned, the GCC countries look likely to spend 400% more on hospital resources to meet this change in demand. What this changing picture means is that estimates should regularly checked with demand modelling undertaken on a speciality by specialty, HRG by HRG basis. Clinical teams should then look at performance standards based on average lengths of stay globally with medical and pharmaceutical trends. Even this won’t achieve a perfect result, but will leave hospitals less open to the vagaries of change.
In demonstrating the scale of change and logic even individual clinical trends affect financial and planning performance, a recent example being from an anaesthetist who said, “we have many patients on wards who five years ago were in intensive care.”
Planning and sTraTegy Successful hospitals are ones that are planned to fine detail and then project managed to completion. At many hospitals that do not provide quality environments, patient experience and good clinical delivery go wrong at the first juncture. Projects benefit from having one full- time person whose role is to ensure that all tasks are noted and deliverables agreed with stakeholders. A project initiation document isn’t a cumbersome administrative task; it is the means in which the complete objectives and goals are mapped onto a clear programme with clear written guidance on outcomes, timescales, quality and co-dependencies. Often in a rush to achieve progress, organisations move forward to implementation without recourse to measuring current process as a benchmark and taking account of opportunities to improve. Such hospitals commit to projects that do not deliver the expected benefits simply because the initial execution plans were never versed in system planning, linking clinical and non clinical future plans to existing or future operational space. One of the fastest projects we were
involved in to achieve a start on site was a
IN SHORT
■ GCC countries must increase their current spend on new and existing hospitals by around US$60 billion, four times the current spending
■ In order to be recognised as one of the top 500 hospitals in the world, facilities must ensure that design, operation, clinical outcomes and value come together as a complete package
■ Evidence-based design, as an emerging science, is essential to your organisation and quest to achieve excellence and better patient outcomes
‘Too often the concentration is on simply one part of the journey rather than continuous project improvement
Hospital Build Issue 3 2011
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