the ulitmate hospital architect- the nurse!

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

….thank yougt.schutte@gmail.com

gschutte@samayahospital.ae

+971 52 430 1663

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-