the ulitmate hospital architect- the nurse!
TRANSCRIPT
The Ultimate Hospital Architect:
THE NURSE!
GCC Healthcare Innovation CongressDUBAI
17 May 2016
George Schutte
[B.Com; LLB; MBA]
Chief Operating Officer, Samaya Specialized Center, Abu Dhabi
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
Introduction
Growth in Healthcare
More projects
Growth in Revenue
Growth of Efficiency……..?
IntroductionSuccessful Project?
In TIME
On BUDGET
Expected QUALITY
PROJECT benchmarks
(± 2 years)
IntroductionSuccessful Project?
In TIME
On BUDGET
Expected QUALITY
“NURSE FRIENDLY”
PROJECT benchmarks
(± 2 years)
OPERATIONAL benchmarks
(20 years+)
Why must a project be NURSE FRIENDLY?
Studies
Nurses= Good intentions
Latent Conditions
IntroductionSuccessful Project? (cont.)
“Conditions that lie
dormant within a system
for a long time, only
becoming evident when
they combine with other
factors to breach the
system’s defenses”
Why must a project be NURSE FRIENDLY?
Studies
Nurses= Good intentions
Latent Conditions
Result
IntroductionSuccessful Project? (cont.)
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
• Funding?
• Documentation?
• Expertise?
• Scarcity of Nurses and doctors?
CO-OWNERSHIP!!
• ONE TEAM
• SHARED VISION
Challengesof a Successful Project
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
Short definition: Indication of “Disorder”
1. Project Team
2. “Us & Them”
Symptomsof non-operational involvement
Short definition: Indication of “Disorder”
1. Project Team
2. “Us & Them”
3. Design
4. Route planning signed off?
Symptomsof non-operational involvement
Short definition: Indication of “Disorder”
1. Project Team
2. “Us & Them”
3. Design
4. Route planning signed off?
5. Shute system
6. OPPORTUNITY
Symptomsof non-operational involvement
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
Problem > SOLUTION
Treatmentto ensure operation’s involvement
Problem > SOLUTION
Involve Nursing!!! (Operations)
Short Term (Technical) = OWNERSHIP?
Long Term (Sustainable)
Treatmentto ensure operation’s involvement
Long Term (Sustainable)
People/ Culture = OWNERSHIP!
Treatmentto ensure operation’s involvement (cont.)
Long Term (Sustainable)
People/ Culture = OWNERSHIP!
Project Team
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
Treatmentto ensure operation’s involvement (cont.)
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
Long Term (Sustainable)
People/ Culture = OWNERSHIP!
Project Team
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
COMMUNICATION!
Treatmentto ensure operation’s involvement (cont.)
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
Long Term (Sustainable)
People/ Culture = OWNERSHIP!
Project Team
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
COMMUNICATION!
Planning Meetings
…practical problem solvers…
Treatmentto ensure operation’s involvement (cont.)
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
Long Term (Sustainable)
People/ Culture = OWNERSHIP!
Project Team
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
COMMUNICATION!
Planning Meetings
…practical problem solvers…
…EBD’s…
Site Meetings
…trained to assess, plan, design, implement…
LEADERSHIP
Treatmentto ensure operation’s involvement (cont.)
...revenue matters...
…pressure from Management…
…demands from doctors and families…
…quality standards…
Agenda
1. Introduction
2. Challenges of a Successful Project
3. Symptoms of non-operational involvement
4. Treatment to ensure operation’s involvement
5. Conclusion
Challenges
Symptoms
Treatment
Results-
Motivation & Happiness
Productivity
Delivery of Quality care
Conclusion
Sources
Stichler J. F.; Nursing’s Impact on Healthcare Facility Design, 2016
Reiling J., Hughes R.G., Murphy M.R.; The Impact of Facility Design on Patient Safety, Chapter 28
Eagle A.; Nurses make their rounds in health care design, 2016
DiNardo A.; Healthcare Design, At Bat: Nurses Step Up To Design Plate, 2015
Bonsall K- Halcyon Management Systems, 2016
Van der Walt S-
Van Rensburg R, Dr-