new hospital for St Helens in England. It was characterised by five key events Agreed project initiation document Crucial decisions being made on evidence and not deferred Clinical engagement and acceptance that not all decisions will benefit a speciality but should benefit the wider hospital body Time management from the dedicated project and advisor team A focus on innovation There is also a widespread body of
knowledge from major hospital building projects on ensuring lessons are built in. These include the Fable hospital project, where many organisations have given their outcomes to create patient safety and good practice. It was noted in a recent article by Blair Sadler et al (Healthcare Design Magazine April 1st
2011)
‘Many health organisations worldwide carry out accreditation systems rather than rely on just inspection
that the payback for this could be as little as three years (which across a building with a potential 50-60 year life is a speedy return).
OrganisatiOnal gOvernance and patient experience Health is a risky business. At its best it saves many lives but at its worst (through bad system processes and audit failure) a single hospital can destroy hundreds of family lives. Many health organisations worldwide
carry out accreditation systems rather than rely on just inspection. The JCI in the USA, HAS in France, ACHSI in Australia, QHA in
the England and Canadian systems are arms length from the departments they serve but all have applied standards. This aids the overall governance process. The key principle of effective governance
is its relationship to risk management and importance in the context of the overall hospital strategy and how it impacts upon the estates strategy. This has led to the need for a responsive and adaptable future estates strategy with planned developments matching national guidelines and addressing back-log maintenance.
Compliance therefore by the estate in terms of statutory, health and safety and fire requirements is a key objective.
patient experience In the past hospitals lived with clinical change but competition was less aggressive. Now hospitals have to plan knowing that commissioners, insurers and the public are cognisant of patient outcome information, hospital environments and provider reputation. The design of rooms should take account
of privacy, access, citing of hand-wash basins, a window that the patient can see out of, space for safe drug cupboards and a discreet area, ideally on the opposite side from the bulk of clinical interventions where a patient’s family can stay. 3D and 4D modelling means that clinical and managerial teams can use the software to learn lessons from other schemes and see, in easy layout
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52