TRAINING & SKILLS
Improving project success via better training
There is a need for investment in hospital infrastructure in the UK. Kate Bradley, director of Healthcare Design Leadership CIC – a not-for-profit community interest company that offers training on healthcare facility design and development to NHS personnel, and associate director of Healthcare Planning at MJ Medical, discusses how project success can be improved through training of stakeholders to reduce the skills gap and ensure best value is achieved.
While the healthcare system in the UK is widely regarded as one of the best in the world, there are still challenges and areas that require attention and investment. Many hospitals in the UK have ageing infrastructure that do not meet the demands of modern healthcare. These outdated facilities may lack the necessary technology and design to efficiently deliver contemporary medical services.
An ageing population, increased
prevalence of chronic diseases, and advancements in medical treatments, mean that the demand for healthcare services is continuously growing. Hospitals therefore need to expand, or change their model of care, in order to accommodate the rising number of patients and provide timely and effective care. The healthcare landscape is evolving, with an increasing emphasis on community-based care, outpatient services, and preventive medicine, combined with a growing awareness and requirement to meet climate challenges and Net Zero Carbon requirements. This all culminates in a need for
investment in hospital infrastructure, but in the current economic climate it is more imperative than ever that we ensure best value is achieved. The success of a
A drawing review workshop during Healthcare Design Leadership’s two-day residential course at St Catherine’s College, Oxford.
new capital development in healthcare can be highly dependent on the input of stakeholders and users of the buildings.
Stakeholder engagement As the end-users of a healthcare facility, patients, clinicians, and managers continue
to be key stakeholders in the hospital design process. While they are frequently asked for extensive input into projects, how successful are we at engaging at the right time, and in the right way? Stakeholders often do not have full knowledge of the process, or understand
Delegates and faculty members from the company’s two-day residential course at St Catherine’s College, Oxford. March 2024 Health Estate Journal 53
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 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85
